2019-2020 FSU Annual Report by Fayetteville State University

2019-2020 ANNUAL REPORT:

OUR NEW NORMAL

FAYETTEVILLE STATE UNIVERSITY

uring a called meeting on a Friday night, the local African American community of Fayetteville, North Carolina assembled at Evans Chapel on November 29, 1867 to discuss the need for educating African American children beyond high school. Seven Black men were designated to become the board of trustees and founded a school that would become the first normal school for African Americans in North Carolina. In collaboration with the Freedmen’s Bureau and the American Missionary Association, a school building was established and named for General Otis Howard of the Freedmen’s Bureau. That building was called the Howard School and is now Fayetteville State University. FSU is a constituent institution of The University of North Carolina and has granted over 21,000 diplomas to students in such disciplines as Business and Economics, Education, Health Sciences, Technology, Humanities, Social Sciences, Defense and Homeland Security.

Celebrating its post-sesquicentennial era, Fayetteville State University has entered numerous partnerships, including Meharry Medical College, to facilitate the entry of students into fields of medicine and dentistry; Dell Technologies, which prepares students for innovative employment opportunities in Cumberland County, and a variety of high-tech internship opportunities with local and national organizations. The university has been successful in placing students in professional and graduate programs, including an 85% placement rate for pre-law students entering law schools.

Fayetteville State University, a historically black public regional university, has impacted the economic mobility of the region and promoted educational opportunities for the military, the rural and financially challenged communities in North Carolina and beyond. As one of the most diverse institutions in the state, the university has provided quality educational experiences to a host of individuals from various ages, national origins, races, colors, religions, sexual orientations, gender identities and the armed forces.

Ranked as one of the top 100 programs in the United States, FSU’s MBA Program is among the Best Online MBA Programs, according to the U.S. News and World Report. In addition, this university has one of the most comprehensive and highly ranked nursing programs in North Carolina.

As the first university in the southeastern United States to host SAP (Systems, Applications, and Products in Data Processing), NextGen Lab, 100 percent of FSU’s students enrolled in this program have been successful in passing the certification examination. The educational exposure provided by SAP allows students to become more highly marketable for business employment.

Fayetteville State University has maintained academic excellence for over one-hundred and fifty years and will continue to meet the intellectual needs of the local community and beyond.

TABLE OF CONTENTS Fayetteville State University.............................................................................................................................................................................. 2 A Message from Board of Trustees Chair, Stuart Augustine...............................................................................................................4 Fayetteville State University’s 2019-2020 Board of Trustees........................................................................................................5 A Message from Interim Chancellor, Dr. Peggy Valentine....................................................................................................................6 Fayetteville State University’s 2019-2020 Administrators.............................................................................................................. 7 The Year in Review ................................................................................................................................................................................................8 Student Enrollment, Retention, Graduation Rate and Completions..........................................................................................8 Higher Expectations: The UNC System’s 2017-2022 Strategic Plan...........................................................................................10 Moving Forward: New Challenges, Bold Promises .........................................................................................................................12 Our Five Strategic Priorities.....................................................................................................................................................................14 Celebrity Guests ...........................................................................................................................................................................................15 As the Era of COVID-19 Hits, FSU Leaps into Action and Establishes Protocols for Our New Normal............................16 CARES Funding Supports FSU CARES (Covid-19 Assessment, Research & Emerging Science)...................................... 17 The Division of Academic Affairs ................................................................................................................................................................. 20 Points of Pride: Academics and Innovation Earn High Marks Nationally............................................................................. 20 Valuable Partnerships Move Fayetteville State Forward..............................................................................................................22 The Division of Student Affairs.......................................................................................................................................................................24 Serving Students Takes Many Forms....................................................................................................................................................24 The Department of Athletics ......................................................................................................................................................................... 28 FSU Captures 4 CIAA Championships Before Athletics Shutdown Due to COVID-19........................................................ 28 The Division of University Advancement.................................................................................................................................................. 30 Fundraising in COVID-19............................................................................................................................................................................ 30 The Division of Information Technology Systems ................................................................................................................................32 During a Pandemic, Technology Matters More Than Ever Before.............................................................................................32 The Division of Business and Finance ....................................................................................................................................................... 34 A Fine-Tuned Focus on Fiscal Responsibility Nets Favorable Results................................................................................... 34 2019-2020 Budgeted Revenues................................................................................................................................................................35 3

A MESSAGE FROM BOARD OF TRUSTEES CHAIR, STUART AUGUSTINE

Dear Fellow Broncos, On behalf of the Board of Trustees, we would like to thank each of you for your consistent outpouring of Bronco Pride and your unwavering support of Fayetteville State University. The 2019-2020 Annual Report highlights many, but not nearly all, of the achievements and activities related to our campus during the most recent fiscal year. We have begun the journey of selecting a new Chancellor to lead Fayetteville State University into the future. I want to take this opportunity to thank everyone who has made it a priority to engage in this process – students, faculty, staff, alumni and supporters – for your time, energy and resources during this exciting time. Fayetteville State University has a proud tradition as the state’s second oldest public university and a tremendous “American Dream” story of our founding. We now stand ready to select the next Chancellor to lead this outstanding institution. The challenges faced over the first few months of 2020 across our nation have highlighted how important it is to find a leader with both the vision and skills to navigate a path that is not as clearly lit as it may have been just a few short months ago. We continue to focus on student retention and growth while preparing them for 21st century careers. We will continue to produce world-class talent like the 11 Thurgood Marshall Fellows just announced in early August. FSU will continue to broaden academic offerings and partnerships with innovative industry leaders. We will continue to support and develop our faculty and staff to allow them to grow professionally. FSU will continue to stress the importance of not only being globally important, but locally inclusive. We know the symbiotic relationship between FSU and our surrounding communities will benefit FSU with the support we need and provide those businesses and communities with work ready graduates who are prepared to lead and contribute immediately. Fayetteville State University has an unchallenged place in history, and we endeavor to stamp our place in the future via our motto, Res Non Verba, Deeds Not Words. As we turn the page to our next chapter in the university’s history, we are anticipating great things from our new Chancellor, to honor our history and build our future. I am honored and humbled to be a footnote in the history of this great university and thank each of you for the roles you play in continuing the incredible story that is Fayetteville State University. Sincerely,

FAYETTEVILLE STATE UNIVERSITY’S 2019-2020 BOARD OF TRUSTEES Stuart Augustine, Chairman Dr. Richard C. Adams, Vice Chairman Brenda Timberlake, Secretary Glenn B. Adams Val Applewhite Kianté Bennett, Ex Officio Jonathan Charleston John D. English Dr. Warren McDonald John McFayden Sherida McMullan Dr. Brandon Phillips

Stuart Augustine Chair, FSU Board of Trustees

William R. Warner

A MESSAGE FROM INTERIM CHANCELLOR, DR. PEGGY VALENTINE

Dear Friends of Fayetteville State University: I am pleased to share the following 2019-2020 Annual Report for Fayetteville State University. These accomplishments build upon the university’s rich legacy of 153 years. Surviving these uncertain times has been challenging; however, through our collegial relationship with the UNC System, the university moves forward, and our 2019-2020 enrollment has increased significantly. Our Board of Trustees has been a strong pillar of support in all of our endeavors. We do gratefully acknowledge that the perseverance of our faculty and staff has helped to sustain the academic and physical well-being of our campus, culminating in the completion of our 2015-2020 strategic plan. This plan will serve as a guidepost for promoting student success, strengthening partnerships, and securing our future. Extramural funding is at an all-time high. Grants and contracts increased over 50%, totaling over $23 million. Donor support also increased, and we acknowledge the generosity of an anonymous donor, who provided complimentary laptops to the graduating class of 2024. More than 2,054 contributors provided scholarship dollars, and in total, gifts contributed to FSU for fiscal year 2019-2020 exceeded $2 million. This level of giving outpaced the annual goal by nearly $1 million dollars. FSU also secured 7 new Legacy Gifts, totaling $1.2 million dollars to further support student scholarships and academic programs.

FAYETTEVILLE STATE UNIVERSITY’S 2019-2020 ADMINISTRATORS Wendell Phillips, Interim Vice Chancellor and Chief of Staff Dr. Pamela Jackson, Provost and Vice Chancellor for Academic Affairs Carlton Spellman, Vice Chancellor for Business and Finance Dr. Janice Haynie, Vice Chancellor for Student Affairs Arasu “Nick” Ganesean, Vice Chancellor for Information Technology and Telecommunication Services

As we solidify our academic plans with Meharry Medical College, partnerships with academic communities, and the corporate world, we proudly anticipate that our students will be well-prepared for the changing landscape of the future.

Dr. Harriet F. Davis, Interim Vice Chancellor for University Advancement and Executive Director of the FSU Foundation Board

We honor the legacy of this university, and we thank you for your continual support of this institution.

Jeffery Womble, Associate Vice Chancellor for Communications

Sincerely, Wanda Jenkins, General Counsel Anthony Bennett, Director of Athletics

Peggy Valentine Interim Chancellor

Wesley Fountain, Director of Constituent & Community Relations

STUDENT ENROLLMENT, RETENTION, GRADUATION RATE AND COMPLETIONS

6,104

6,223

6,226

6,318

948 575

898 506

1,263 834

1,353

3,675

1,262

3,652

459

689

403

1,281

3,670

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 African American Hispanic White Other

ENROLLMENT BY GENDER Total FSU student enrollment has increased between both genders over the five-year period. The increase has been greater for females as opposed to males. Fall 2019 enrollment for males was 2090. This marked a 1.6% increase from the previous year. Fall 2019 enrollment for females was 4461. This marked a 4.7% increase from the previous year.

TOTAL STUDENT ENROLLMENT Total FSU student enrollment has steadily increased between Fall 2015 and Fall 2019. The Fall 2019 total enrollment of 6551 increased by 233 students or 3.7% from the previous year.

1,211

Every year has defining moments, but Spring 2020 brought paradigm-shifts to FSU we could have never imagined. COVID-19 led us to explore a new normal. We faced huge challenges, yet came together to achieve amazing accomplishments.

3,850

673

Total FSU student enrollment for African Americans has increased between Fall 2018 and Fall 2019. The Fall 2019 African American enrollment of 3675 increased by 0.6% from the previous year. The Fall 2019 White enrollment of 1353 increased by 7.2% from the previous year. The total Fall 2019 Hispanic enrollment of 575 increased by 13.6% from the previous year. The Fall 2019 total enrollment of other races was 948. This marked an increase of 5.6% from the previous year.

3,823

397

THE YEAR IN REVIEW

ENROLLMENT BY RACE/ETHNICITY

6,551

2,090 1,927 2,003 2,000 2,058 4,461 4,177 4,220 4,226 4,260

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Male

ENROLLMENT BY CAREER LEVEL Fall 2015

Fall 2016

Fall 2017

Fall 2018

Total FSU student enrollment for undergraduate and graduate students has increased over the five-year period. Fall 2019 undergraduate enrollment of 5644 increased by 3.1% from the previous year. Fall 2019 graduate enrollment of 907 increased by 7.3% from the previous year.

Fall 2019

598

5,506

683

5,540

Female

833

5,393

845

5,473

907

5,644

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Undergraduate 8

Graduate

fall 2014 full-time freshmen 468 Total cohort size (preliminary)

Graduated within five years

158

(34%)

108

170

(36%) Graduated within six years

(23%)

Graduated within four years

MILITARY-AFFILIATED STUDENTS

Total FSU student enrollment for military-affiliated students has increased over the five-year period. The Fall 2019 military-affiliated enrollment of 1,694 increased by 9.2% from 1,694 the previous year.

1,552

1,346

1,269

2019-20 OFFICIAL COMPLETIONS TOTALS Bachelor’s

Master’s

Doctorate

Post-Bach. Certificate

Licensures

Total Completions

Official IPEDS COMPLETIONS

1,060

164

1,280

IPEDS & NON-IPEDS COMPLETIONS

1,060

164

1,280

ENROLLMENT BY RESIDENCY

Total FSU student enrollment for in-state and out-of-state students has increased over the five-year period.

240

237

448

386

5,864

5,986

5,778

5,932

425

6,126

ENROLLMENT BY ENROLLMENT STATUS The Fall 2019 full-time student enrollment of 4,440 decreased by 0.6% from the previous year.

1,730

1,709

1,865

1,862

2,111

4,374

4,514

4,361

4,456

4,440

824

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 In-state

FIRST-TIME FRESHMEN RETENTION RATES The Fall 2019 first-time freshmen retention rate of 74% increased by 7.3% from the previous year.

79%

78% 67%

69%

74%

Full-time

Out-of-State

Part-time

FIRST-TIME FRESHMEN STUDENT ENROLLMENT

Total FSU student enrollment for first-time freshmen students has increased over the five-year period. The Fall 2019 first-time freshmen enrollment of 678 increased by 9.7% from the previous year.

631

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019

647

670

618

678

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019

NEW TRANSFER STUDENT ENROLLMENT The Fall 2019 new transfer student enrollment of 862 decreased by 9% from the previous year.

888

868

947 782

862

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019

HIGHER EXPECTATIONS: THE UNC SYSTEM’S 2017-2022 STRATEGIC PLAN Adapted from www.northcarolina.edu/impact/strategic-plan The UNC System’s Strategic Plan grew from public discussions with students, faculty, staff, alumni, Chancellors, members of the Board of Governors, elected officials, business and civic leaders, and the citizens of North Carolina through town halls, surveys, planning meetings, and written contributions over the course of several months. We appreciate all of those who gave their time, energy, and careful thought to this plan, and we look forward to the results ahead. North Carolina has long been known for its visionary approach to higher education. A sustained commitment to college access, cutting edge research, and public service has established the UNC System as one of the most productive public higher education systems in the country. But the System must continue to adapt if it is to help North Carolina face today’s challenges and those on the horizon, from shifting economic demands to an increasingly diverse population. We must find new ways to keep college affordable, help more students succeed, and enhance the System’s contributions to communities across the state. The strategic planning process established a set of System-level goals, identified the strategies that can help us achieve them, and provided the means to measure progress toward those goals. Our objective: strengthening our institutions, improving student outcomes, and expanding access to affordable highquality degrees. » Access: Continue North Carolina’s proud heritage of providing students from diverse backgrounds access to higher education. » Affordability and Efficiency: Ensure that a UNC System education remains among the most affordable in the nation. 10

» Student Success: Increase degree attainment and ensure that these degrees have long-term value and professional relevance. » Economic Impact and Community Engagement: Expand and strengthen the partnerships that improve local communities and benefit the state’s economy. » Excellent and Diverse Institutions: Help institutions achieve excellence as they fulfill their individual missions.

ACCESS Access guarantees the opportunity to pursue a university education to all North Carolinians who are prepared for rigorous learning experiences. Providing North Carolinians access and encouragement to pursue higher education is not confined solely to helping students gain admittance to college. It also includes: » Providing multiple access points into the University, including pathways for transfer students and students who benefit from online courses. » Offering academic, financial, cultural, and other knowledge-based services to help all students — particularly those who are underserved for any reason — aspire to, enroll in, and graduate from institutions that match their interests and capabilities. GOALS: Increase Low-Income Enrollment Increase Completions by Low-Income Students Increase Rural Enrollment Increase Completions by Rural Students Improve Transition from K-12 to College

STUDENT SUCCESS Student Success is a combination of intellectual, personal, and social development facilitated by a high-quality university education. It includes: » The development of competencies essential for meaningful engagement in 21st-century life, including critical and creative thinking, technological mastery, resilience, effective communication, flexibility, collaboration, and an appreciation for the value of life-long learning, among others. » The timely acquisition of a degree.

GOALS: Increase 5-Year Graduation Rate Increase Undergraduate Degree Efficiency Close Achievement Gaps Implement a Survey of Current Students and Alumni

and lifelong learners; improving quality of life; investing in foundational research; speeding the discovery, application, and translation of research; and deepening sustained partnerships that strengthen local communities and the state’s economy.

GOALS: Increase Critical Workforce Credentials Increase Research Productivity Increase Investment in Strengthening NC Communities

EXCELLENT AND DIVERSE INSTITUTIONS The System’s constituent institutions are individually distinct and mission-focused. Collectively, they form an inclusive and vibrant university system, committed to excellence and the fullest development of a diversity of students, faculty, and staff.

GOALS: Identify Academic “Areas of Distinction” Focus on Human Capital

AFFORDABILITY AND EFFICIENCY Article IX, Section 9 of the North Carolina State Constitution requires that “The General Assembly shall provide that the benefits of The University of North Carolina and other public institutions of higher education, as far as practicable, be extended to the people of the State free of expense.” That constitutional mandate encourages a working compact among the state’s elected officials, taxpayers, and the UNC System to deliver the System’s multifaceted mission at the highest levels of quality in a cost-effective manner without regard to a student’s ability to pay.

GOALS: Commit to Affordable Tuition Increase Operational and Financial Flexibility

ECONOMIC IMPACT AND COMMUNITY ENGAGEMENT Our institutions have sustained impact on state and regional economies through the students they attract and teach, the research they perform, the innovation they encourage, the people they employ, the services they offer, and the partnerships they build with their communities and across the world. The UNC System can enhance economic impact and community engagement by preparing graduates to be well-rounded citizens

PERFORMANCE AGREEMENTS AND INSTITUTION DASHBOARDS In 2017, all 17 Strategic Plan Performance Agreements were inked at each of our universities and signed by UNC System President Margaret Spellings and each institution chancellor. These unique performance agreements are how and where the Strategic Plan comes to life. Through nine measurable metrics under the themes of access, student success, and economic impact, we’ve created plans that build on each institution’s distinctive strengths and priorities. This was an iterative process, with campus leaders working with Andrew Kelly and Margaret Spellings’ team to rank the 9 measures and then using existing institution-level strategic plans, historical data, and future projections, to generate aggressive but realistic targets for each metric. Our Strategic Plan is only as good as its implementation, and this is a significant step for the System towards transformative growth and a coordinated strategy that capitalizes on each institution’s diversity and unique mission and context. A set of interactive dashboards monitor System and institutionlevel progress in pursuit of these goals. This is an exciting step forward that will further accelerate our work. 11

MOVING FORWARD: NEW CHALLENGES, BOLD PROMISES

ayetteville State University completed and unveiled its 2020-2025 Strategic Plan: New Challenges, Bold Promises.

Building on our many strengths, the Plan focuses our energies and resources on strategies that will position the university for continued success. The Plan builds on our tradition of excellence and positions FSU to be effective in every dimension of our mission. Our continued success will strengthen North Carolina’s competitive capacity to enrich the economic, social, and cultural life of the region. 12

This Plan promotes an evidence-based assessment and planning strategy that embraces a multidimensional approach to achieving the university’s strategic priorities. Implementation will be inclusive, as the plan’s success requires input and action from the entire university community. Faculty, students, staff, and alumni will be asked to serve as champions in facilitating the implementation of the Plan including addressing strategic issues, identifying potential gaps, and tracking the progress of the Strategic Plan.

OUR MISSION Fayetteville State University (FSU), a public comprehensive, Historically Black University, offers robust and innovative degree programs rooted in the liberal arts tradition. The university advances knowledge through the integration of teaching, learning, research, and public service. FSU strives to meet the educational, career, and personal aspirations of its students from rural, military, and other diverse backgrounds so that they are equipped with academic and practical knowledge to serve local, state, national, and global communities as enlightened citizens, globally astute leaders, and engaged solution creators. Approved by Board of Trustees (June 2020). Pending approval by the UNC Board of Governors.

WE ACCOMPLISH OUR MISSION THROUGH » A rigorous academic environment » A student-centered education » Specialized offerings and services to meet the needs of traditional, online, nontraditional, and military-affiliated students » Dedicated staff and scholarly faculty » Faculty and student engagement and partnerships with industry, employers, alumni and the community

OUR CORE VALUES

OUR VISION

» Integrity: Commitment to transparency » Flexible and Adaptable: Producing career and life-ready global citizens » Shared Governance: Engaging all members of the university community in decision making » Diversity, Equity, and Inclusion: Working collaboratively and effectively in a global society » Collaboration and Partnerships: Strengthening relationships among alumni, community, and other stakeholders » Innovative: Creatively pursuing excellence in organizational endeavors » Culturally Connected: Preserving the University’s HBCU legacy and pride 13

Fayetteville State University, the second oldest public university in North Carolina and a constituent institution of the University of North Carolina System, will be the regional university of choice for students from rural, military, and other diverse backgrounds who are poised to become visionary leaders who transform communities, states and nations.

OUR FIVE STRATEGIC PRIORITIES The following five strategic priorities were identified through multiple town hall and focus group meetings with faculty, staff, students, alumni, and other key stakeholders:

STRATEGIC PRIORITY I: ACADEMIC EXCELLENCE

STRATEGIC PRIORITY II: STUDENT CAMPUS ENGAGEMENT

Innovative and impactful student-centered academic programs and services equip students with the necessary knowledge and skills to compete on a global level.

Through a variety of engaging activities, students will develop a broad range of leadership and professional skills, beyond the classroom, that will prepare them for successful careers and to be visionary leaders.

STRATEGIC PRIORITY III: EMPLOYEE VITALITY Drawing upon the HBCU culture of giving back, the university will further develop a vibrant work environment that promotes, supports, and rewards excellence among faculty and staff.

STRATEGIC PRIORITY IV: IMPACTFUL COMMUNITY OUTREACH AND RESEARCH FSU’s involvement in and transformational impact on our region, state, and global community, in collaboration with faculty, staff, students, alumni, and partners, is an important part of university’s mission.

STRATEGIC PRIORITY V: UNIVERSITY SUSTAINABILITY Fostering a culture of sustainability is essential to the success of this university. This is accomplished by maximizing funding and aligning fundraising initiatives with university priorities.

CELEBRITY GUESTS

ayetteville State University hosted two well-known celebrities during the academic year.

On August 11, 2019, the Class of 2023 continued the Bronco tradition by participating in the Pinning Ceremony. Guest speaker for the occasion was Miss America 2019, Nia Franklin (left). Franklin was born in Winston-Salem, North Carolina and lived in the state through graduate school. She earned an undergraduate degree in music composition from East Carolina University, and a master’s in music composition from The University of North Carolina’s School of the Arts. Shortly after, Franklin was awarded a Kenan Fellowship at New York’s Lincoln Center Education and made the move to New York City. Franklin was crowned Miss Five Boroughs at the age of 24, and then went on to win Miss New York 2018. She was awarded the job of Miss America 2019 on September 9, 2018. A gifted singer/ songwriter, Franklin has been a teacher and music mentor, and has written over 100 songs, including one she began performing at age five. A month later, FSU kicked off the 2019-2020 academic year with Fall Convocation. Guest speaker was former Texas Christian University football player and Rhodes Scholar Caylin Moore. Moore attended Verbum Dei High School. After graduating from the college prep school, he attended Marist College in New York and began his journey to becoming a Rhodes scholar. During his first semester at Marist College, Moore academically excelled receiving a 3.8. The Rhodes Scholarship is known as one of the most prestigious academic awards received by former presidents, prime ministers, and other world leaders and influential people. Each year, 32 students from the United States are selected as Rhodes scholars. According to the scholarship, the students are chosen based off their academic achievements, leadership, character and commitment to others and the common good. 15

AS THE ERA OF COVID-19 HITS, FSU LEAPS INTO ACTION AND ESTABLISHES PROTOCOLS FOR OUR NEW NORMAL

t became evident in late February of 2020 that COVID-19 would impact our campus. As the number of cases began to soar nationwide, the university took early action to update FSU’s pandemic plan. By early March, the UNC System issued mandates to protect the safety and welfare of students and employees, which included moving to online instruction and teleworking. FSU extended its mid-March spring break by two weeks, allowing time for students to move off campus, and time for faculty members to transition to virtual instruction. Special accommodations were made for lower classmen who had limited experience with online learning. Upon the request of students, courses were changed to pass/fail, academic coaches were deployed to assist students who needed support, and laptop computers were distributed as needed. Graduation was offered virtually. Summer classes were taught online, and summer camps were cancelled. All athletic programs for the late spring and summer were canceled, as well. Little did we know that COVID-19 would persist.

Members of the cabinet and university leaders worked in collaboration with the UNC System office to prepare documents that outlined the processes for reopening campus safely for the fall semester. Despite the pandemic, university business never stopped. Although virtually, student recruitment and student admissions continued for our campus. Virtual Town Hall meetings with students, parents, faculty and staff became part of the new normal. FSU received support from federal and local governments. The CARES Act funding provided financial resources, ensuring quality education amid a pandemic. More than $13 million in funds became available to reimburse students for unused dining and housing costs. Additionally, these resources aided the university in purchasing personal protective equipment, hand sanitization stations, and protective shields. We recognize that without the assistance of others who share in our quest for excellence, our journey would have been more challenging. For that reason, we remain grateful and continue to honor the FSU legacy as we prepare our campus community for the future.

CARES FUNDING SUPPORTS FSU CARES (COVID-19 ASSESSMENT, RESEARCH & EMERGING SCIENCE) CARES Funding has allowed Fayetteville State University to establish a comprehensive program that uses a multidisciplinary approach to contribute to the body of knowledge of COVID-19 and its impact. These multi-disciplinary projects are led by teams of faculty and students, who seek to develop and implement assessment strategies of COVID-19, conduct exploratory research to understand its impact and tap into the potential of nanoscience in the production of long lasting personal protective equipment. The specific activities for the project are as follows:

1. COVID-19 viral testing to FSU students and the Cumberland County Community (Nursing) 2. Social Vulnerability Index Research. (Psychology) 3. Developing the capacity of serological testing. (Biology) 4. Novel Antiviral Nanoparticle Embedded-Coating to Extend the Lifecycle of PPE (Chemistry) 5. Retinal Net Prototype Pilot. (Multi-disciplinary) 6. Creation of multidisciplinary Virtual Reality Health Care Learning Modules that focus on respiratory system and COVID. (Multidisciplinary) 7. Preliminary Results of Projects and Implications for Future Research

COVID-19 VIRAL TESTING TO FSU STUDENTS AND THE CUMBERLAND COUNTY COMMUNITY Between July and September 2,392 viral COVID-19 Testing were conducted on FSU’s campus and in the surrounding community.165 of those tests were SARS COV2 RNA positive, an overall positivity rate of 6.9%. Data was collected on several variables including gender, age, race, employment, household status, education, self -reported health behaviors, plans to receive Covid 19 vaccine when it becomes available. Data was analyzed and the only variable that was statistically significant to COVID-19 status was gender. Males were twice as likely to test positive for SARS COV2 RNA (18.4%) than females who tested positive for SARS COV2 RNA (7.9%) with a p value p <0.035. Another important finding is 65.3% of individuals we surveyed planned to receive the vaccine when it becomes available. Implications for further research includes examination of antibody testing among our population. 17

SOCIAL VULNERABILITY INDEX RESEARCH Research Questions for this topic are as follows: 1. Is there a correlation between health behaviors and the presence of COVID-19? Participants were asked to indicate how often they utilize protective measures against COVID-19 (cover mouth and nose while in public, wash hands, maintain social distance, and cover mouth and nose when sneezing). Spearman’s correlation was used to analyze this question. Based on the results so far, there are no significant differences between those whose tests indicated a detection of COVID 19 and those whose test did not in terms of their protective health behaviors. Considering the CDC’s recent stance on mask wearing, there are implications for future research. 2. Is there a correlation between the Social Vulnerability Index and the presence of COVID-19? Data from SVI aspects (Income, Education, Transportation, Housing, Employment, Employment, and Chronic conditions) was analyzed for correlations with detection of COVID-19. No significant correlations were observed. Income was the only significantly correlated SVI factor to mental health (p=.001) 3. How has the coronavirus/COVID-19 pandemic influenced the population’s mental health? Moderate symptoms included nervousness, feeling tense, worry, and stress were observed. Mild to moderate symptoms of irritability were observed. Mild symptoms of sadness, feeling down, feeling scared or afraid, and not being sure what to do were overwhelmingly reported.

DEVELOPING THE CAPACITY OF SEROLOGICAL TESTING 1. The Biology faculty have modified the curriculum of the capstone course for seniors to include training on commercial ELISA kits using mock/artificial human serum/plasma samples and enhancing student’s competence on performing the needed assays. 2. Design of a Biosafety Level 2 (BSL2) University laboratory LSA 240 with Serology/PCR, Research, & Teaching capabilities. 18

ANTIVIRAL MXENE NANOPARTICLE – EMBEDDED PPE TO ENHANCE PROTECTION AGAINST COVID-19 This project is ongoing with positive preliminary results.

RETINAL NET PROTOTYPE PILOT In collaboration with Fortem Genus, a local biomedical company, FSU is piloting the development of RetinalNet .05, a prototype medical artificially intelligent system to detect COVID -19 through both retinal and iris eye imaging. To date we have collected 619 eye images from 155 subjects. We know that COVID-19 does influence the eye; however, the specific COVID-19 signature/pattern in the eye is not yet known to the medical profession. Therefore, we must rely on the neural network’s ability to be trained to recognize and detect the pattern in the eye images created by COVID-19.

CREATION OF MULTIDISCIPLINARY VIRTUAL REALITY HEALTH CARE LEARNING MODULES THAT FOCUS ON RESPIRATORY SYSTEM AND COVID-19 This project is in its infancy. Collaborating with a VR company to create a multidisciplinary unfolding case study that can be packaged and used across curricula. Content experts (faculty) have been recruited who will work with companies to create this one of a kind engaging, pedagogically sound approach.

THE DIVISION OF ACADEMIC AFFAIRS POINTS OF PRIDE: ACADEMICS AND INNOVATION EARN HIGH MARKS NATIONALLY From a radio station that attracts worldwide audiences, to the ONLY FEPAC accredited Forensic Science Program in North Carolina, Fayetteville State University sets a high standard for its degree programs and opportunities.

COLLEGE OF HUMANITIES AND SOCIAL SCIENCES

BROADWELL COLLEGE OF BUSINESS AND ECONOMICS

» The Department of Communication, Languages, and Cultures houses a very successful student radio station, BroncoiRadio, which, in addition to broadcasting music programming worldwide, produces 14 different talk shows for its Internet audience. Also, Bronco Television airs five unique shows on the City of Fayetteville’s government cable station. » The Geospatial Intelligence (GEOINT) Certificate has the distinction of being the first at an HBCU to be accredited by the United States Geospatial Intelligence Foundation (USGIF). Our program is only one of 18 to be accredited by USGIF in the United States. » The M.A. program in Sociology, the only online master’s in sociology degree completion program in the UNC System, was ranked No. 10 in the “Top 10 Online Master’s in Sociology Degree Programs for 2020” by Intelligent.com.

COLLEGE OF EDUCATION

» The Broadwell College of Business and Economics maintains AACSB accreditation. Only 5% of business schools worldwide have achieved this distinction. » Since 2009, The Princeton Review has listed The College of Business and Economics as one of the nation’s best. » The Broadwell College of Business and Economics is acknowledged as a Top 200 Business School by Social Science Research Network. » The school is the only one in the state to offer a SAP certification program. SAP, an acronym for Systems, Applications and Products, is a software program used by top companies – from Amazon to Google – and by the military to track customer and business interactions. Also, FSU’s unique NextGen Lab is the only one in the Southeast. Students who complete the 18-week program and pass a stringent exam are often placed into paid internships or lucrative full-time positions.

COLLEGE OF HEALTH, SCIENCE, AND TECHNOLOGY

» College of Education Master of School Administration or Doctor of Educational Leadership holders were the Principals of the Year for Cumberland County Schools for seven consecutive years between 2011 and 2018.

» Graduates of the School of Nursing maintain an average passage rate of 96% on the NCLEX examination.

» 75 to 80 percent of MSA graduates are placed in administrative positions upon exiting the program.

» The Department of Biological and Forensic Sciences offers the ONLY FEPAC accredited Forensic Science Program in North Carolina.

» FSU’s College of Education graduates have achieved a Praxis II educator subject assessment pass rate above 90%. 20

» The School of Nursing offers the only master’s degree in Patient Safety and Quality in the state.

VALUABLE PARTNERSHIPS MOVE FAYETTEVILLE STATE FORWARD FSU formed valuable partnerships with other colleges, foundations and corporations providing students with access to mentorship, experiential learning, and job opportunities.

TWO HBCU POWERHOUSES JOIN FORCES: FSU AND MEHARRY MEDICAL COLLEGE ENTER INTO PARTNERSHIP Meharry Medical College is one of the nation’s oldest and largest historically black academic health science centers dedicated to IN PARTNERSHIP WITH educating physicians, dentists, researchers, and health policy experts. Founded in 1876 as the Medical Department of Central Tennessee College in Nashville, Meharry was the first medical school in the South for African Americans. It was chartered separately in 1915.Fayetteville State University is a constituent institution of The University of North Carolina System and the second-oldest public institution of higher education in the state, having been founded in 1867. FSU is a historically black university offering degrees at the baccalaureate, master’s, and doctoral levels. With more than 6,300 students, Fayetteville State University is among the most diverse institutions in the nation. FSU’s and Meharry’s core values align. Both are a community of scholars and learners committed to excellence and espouse accountability with transparency, equity and inclusion, respect with collegiality, service with compassion, and integrity without exception.

FSU has signed a Memorandum of Understanding with Meharry Medical College to develop an Early Acceptance Program. The vision for both institutions for the next decade is to: » Provide leadership in rural and urban communities across the United States. » Lead in clinical medicine. » Build and maintain a network of regional, national and international partners to expand its clinical reach and provide additional educational opportunities for students and residents. » Collaborate in the design and implementation of focused synergistic community networks that complement education, research, and clinical missions and provide leverage for service engagement opportunities. In partnership with Meharry Medical College, FSU’s Board of Trustees, particularly Chair Stuart Augustine and Trustee Jonathan Charleston, fully support the following: » Initiating an affiliation agreement with Meharry Medical College. » Establishing and implementing of a 3 plus 3 plus 3 program (three years for pre-med from FSU, three years of medical school at Meharry, and three years residency in Cumberland County). » Establishing and implementing of a rural training track residency training program in the southeast region. » Appointing a planning committee to explore the feasibility of medical school at FSU for the southeast region of North Carolina. » Implementing an Innovation and Partnership Core Unit within the Office of the Chancellor. The partnership was done in agreement with FSU Interim Chancellor Dr. Peggy Valentine and Dr. James E.K. Hildreth, President and Chief Executive Officer of Meharry Medical College.

FSU COLLABORATES WITH DELL TECHNOLOGIES AND THE CITY OF FAYETTEVILLE TO PROVIDE MARKETABLE CERTIFICATION TO COMPUTER SCIENCE STUDENTS Computer Science students had the opportunity to receive Dell certification(s) through the Dell Technologies Proven Professional program during Spring 2020. The partnership between FSU, Dell Technologies and the City of Fayetteville is continuing. The course that is currently being designed will incorporate competencies such as enterprise architecture, networking, servers, etc. The Chief Information Officer for Fayetteville has agreed to utilize these students as his primary talent pool for computer technicians, as the City has just begun to transition from HP sole-source to Dell sole-source. Because there is a shortage of Dell-trained service technicians in the region, this collaboration will create immediate internship opportunities for all students who successfully complete the program.

INNOVATORS & ENTREPRENEURS: BROADWELL COLLEGE OF BUSINESS AND ECONOMICS RECEIVES GOLD LEAF GRANT The Rocky Mount-based Golden LEAF Foundation, with a mission to increase economic opportunities in the state since 1999, awarded a grant of $199,280 to FSU’s Broadwell College of Business and Economics. The grant will be used to establish an Innovation and Entrepreneurship Hub at FSU. The proposal for the project was submitted by Dr. Lee Brown while serving as Dean of the Broadwell College of Business and Economics (now Interim Provost and Vice Chancellor of Academic Affairs) and Dr. Pam Jackson, then Provost and Vice Chancellor for Academic Affairs. The hub, to be in Bronco Square across from the FSU campus, will build upon existing support resources and entrepreneurial expertise at FSU, to assist small and under-resourced businesses in developing the skills needed to build viable, sustainable businesses. The hub will provide: » Access to consulting services offered by graduate and undergraduate students working under the direction of faculty. » A seamlessly articulated workshop and webinar structure facilitated by local experts to introduce small business owners to cutting-edge business skills such as financial management, data analytics, and opportunity research. » Idea Space – To generate creative ideas and solve complex problems, a discrete location away from workplace distractions and institutional barriers where people can cultivate and share new knowledge. The new flex space will provide an environment to facilitate the transformation of ideas from concepts to products and services and will include a 3D printing system.

THE DIVISION OF STUDENT AFFAIRS SERVING STUDENTS TAKES MANY FORMS Our students are the heart of Fayetteville State University. Providing them with quality services – from counseling to health care and emergency grants to inspirational speakers – are part of an equation to ensure their safety and success. We stand behind our students. Pages 25-27 cover some highlights of essential services.

COUNSELING AND PERSONAL DEVELOPMENT CENTER (FORMALLY CENTER FOR PERSONAL DEVELOPMENT) The Personal Development Center changed its name to the Counseling and Personal Development Center to more accurately reflect the services provided by the unit. The Center for Personal Development name was selected in the 1990s to increase student utilization of services. At the time, there was more stigma associated with seeking counseling services, particularly in the African American community. Mental health is more readily discussed in society today and less stigma is associated with obtaining counseling.

The Counseling and Personal Development Center: » Seamlessly transitioned all Counseling and Student Disability Services to an alternative platform in the Spring 2020 semester due to COVID-19. Students registered with Student Disability Services continued to receive reasonable accommodations when classes were changed to an online platform. » Awarded more than $80,000 in grant funding to expand mental health and substance abuse services and materials. • • • • •

Communities Talk Stipend = $750 RC Funds-UNC System Office = $1,000 Emergency Mini Grant = $7,499 Collegiate Recovery Community Grant = $46,275 Behavioral Health Initiative = $24,907

THE RUDOLPH JONES STUDENT CENTER The Rudolph Jones Student Center implemented programming in the Rudolph Jones Student Center to increase facility usage during the evenings and weekends. The number of Student Center visitor encounters from July 2019-June 2020 were approximately 548,000 entries compared to approximately 456,000 from July 2018-June 2019. This represents a 21.2% increase over 2018- 2019 despite the reduced facility usage from March through June due to COVID-19.

Accomplishments during 2019-2020 included: » Collaborated with various campus partners to support programming to FSU students and the community. The Rudolph Jones Student hosted over 1,500 individuals participating in external summer camps, over 1,000 individuals participating in military-affiliated programs, and over 300 individuals in department events. » Established a Recycling Project to improve sustainability efforts. The Recycling Project was in collaboration with Early College to fulfill Civic Engagement Service Hours. » Completed $40,000 in enhancements. » Received favorable survey results, with 86% of participants ranking their experience as very satisfied or higher.

STUDENT HEALTH SERVICES Student Health Services increased student access to health care. Accomplishments included: » Successfully launched a two-day per week afterhours clinic, allowing students to have increased access to the provider while avoiding excessive medical expenses for off-campus care. » Increased Student Health Services revenue through establishing the billing process for Student Blue Health Insurance. Students were not charged co-pays. As a result

of this revenue stream, SHS realized $55,000. These funds were used to enhance the pharmacy options since students do not have transportation to secure prescriptions; purchased new exams tables; and purchased updated monitoring equipment. Plans are underway to establish billing with other health insurance companies to further increase revenue. » Conducted 5,339 patient encounters » Maintained a greater than 93% patient satisfaction score for the overall patient experience.

STUDENT ENGAGEMENT Student Engagement increased student club and organization participation in leadership development trainings and workshops in comparison to the 2018-2019 academic year: » Seventy (70) student clubs and organizations were registered » Three (3) Leadership Academy pathways were developed to meet the needs of various populations of students to prepare them for life after college or their next phase of leadership. Approximately 150-200 students participated in the leadership academies. Student Engagement also conducted a Speaker Series. The following guest speakers were presented: » Nia Franklin, Miss America, served as the keynote speaker at the Annual Pinning Ceremony on August 11, 2019. Ms. Franklin shared her own college experiences and encouraged the students to set goals, support and network with fellow students, and make personal goals. » April Ryan, renowned political analyst and author of Under Fire: Reporting from the Front Lines of the Trump White House, was invited to speak about voter empowerment. April Ryan has served on the board of the prestigious White House Correspondents Association. She is one of 26

only three African Americans in the Association’s over 100-year history to serve on its board. (October 28, 2019) » Dr. Wes Bellamy, author of Monumental: It Was Never About a Statue is a City Councilman in Charlottesville, Virginia, Political Science Professor at Virginia State University, and one of the global thought leaders of the Millennial Generation. He is the youngest individual ever elected to the Charlottesville City Council post, and he came into the national spotlight after helping to lead the effort to remove statues of Robert E. Lee and Stonewall Jackson from city parks in Charlottesville. Dr. Bellamy spoke on A Dialogue About Social Justice Development, Enhancing Understanding of One’s Culture, and Challenging Injustices. (November 12, 2019) » The Voice staff, under the direction of Dr. Alanna Miller, attended the North Carolina College Media Association meeting in March 2020, and won awards for Best of Show – Newspaper and Best of Show- Online. » Dr. Rae Nicole Lundy, Associate Vice President of Student Health, Counseling, and Wellness at Wiley College served as a guest speaker. Dr. Lundy participated in the Office of Student Engagement virtual office campaign to provide strategies and resources students could use to maintain a healthy holistic lifestyle. (April 30, 2020).

RESIDENCE LIFE Residence Life increased the number of Summer Camps held during the Summer of 2019, doubling revenue generated from the prior year. Almost $200,000 of these funds helped to support summer maintenance projects and residence hall improvements. 40 students received on-campus job opportunities. Students were required to complete a competitive search process to serve as Resident Assistants. Housekeeping and Maintenance operations were transferred to Facilities Maintenance. Residence Life worked collaboratively

with the Facilities Maintenance daily to plan and implement maintenance, repairs, and renovation projects to include $1,200,000 in maintenance and repair projects. Maintenance and repair work included plumbing, HVAC, boilers, chillers, and painting, as well purchasing furniture for University Place Apartments. Residence life rose to the challenge of the pandemic and successfully assisted 1,400 residential students depart campus housing due to COVID-19. Thirty students safely remained on campus through May 11, 2020. Even with the pandemic, Residence Life maintained a 92% occupancy rate. 27

THE DEPARTMENT OF ATHLETICS FSU CAPTURES 4 CIAA CHAMPIONSHIPS BEFORE ATHLETICS SHUTDOWN DUE TO COVID-19 In the interest of protecting health and safety during COVID-19, all athletic-related activities were cancelled at Fayetteville State University beginning on March 12. Prior to that time, FSU proved its athletic prowess by capturing four out of seven Central Intercollegiate Athletic Association (CIAA) championships for the year. The women’s cross-country program set the tone for the year with its third consecutive championship title in October at the Green Hill Park in Salem, Virginia. The Broncos placed five scorers (who all earned All-CIAA accolades) among the top 15 runners and cruised to the 35-point victory. Nelly Kandie, the 2019 CIAA Runner of the Year, finished as second overall. The FSU program has been the home of the past three CIAA Runners of the Year with Mercy Chemutai receiving this year’s award. Head Coach Inez Turner has also been the recipient of the Women’s Coach of the Year honor for the past three seasons. The men’s cross-country team finished ninth out of 11 teams with its lead runner finishing 17th out of 74 runners; just two positions shy of All-CIAA honors. The Fayetteville State football program had another standout season with its third trip to the CIAA Football Championship game. The Broncos opened the first half of the season with a 4-1 record which progressed into a five-game win-streak and resulted in a 6-1 conference and 8-3 overall record. FSU claimed the CIAA Southern Division Title for a third consecutive season. Ten student-athletes received post-season all-conference honors. Senior Stevie Green became the Bronco’s all-time rusher with 4,479 yards and all-time scorer with 41 touchdowns after four seasons of play. 28

Volleyball claimed its sixth CIAA championship with a sweep over defending champs Shaw University. The title game capped an 11-game win streak and a 16-1 conference record. Fayetteville State finished with a 11-1 divisional standing for a fifth Southern Division title in 11 seasons. Da’Nesha Miller was named the Championship Tournament Most Valuable Player. A total of three Broncos were named to the All-Tournament Team and five to the all-conference squad. Cassandra Watson was named the CIAA Rookie of the Year and Jasmine Jacinto the Defensive Player of the Year. Head Coach Reeshemah Johnson was named the Volleyball Coach of the Year for the second successive year and fourth time in her coaching career. Fayetteville State finished the season 19-7 overall after its bestever start in the NCAA Atlantic Region Tournament. The women’s indoor track & field program captured 123 points with 11 top-three podium finishes for its first-ever CIAA Championship title after two seasons of sponsorship. FSU finished third last year in its first championship appearance since 2000. Head Coach Inez Turner was chosen as the CIAA

Women’s Coach of the Year and Shania Ingram was named the field events’ co-women’s Most Valuable Athlete. Six indoor track athletes received All-Region Honors prior to the NCAA National Championship Meet. Four of the six traveled to Birmingham, Alabama to compete for national titles. Mya Johnson and Jerinique Brooks qualified to run in individual races as well as run a portion on the 4x400 relay squad with Tawana Allen and Carisha Leonard. The women’s basketball team earned the CIAA’s automatic bid to the NCAA Division II Atlantic Region Tournament after defeating Bowie State University, 61-53, to claim its fourth CIAA title and third since 2001. Fayetteville State finished 15-2 in conference play and went undefeated against divisional opponents for its third CIAA Southern Division title in four years. Two Broncos were named to the All-CIAA Team and one to the All-Rookie Team. Katisha Hyman was named the Tournament MVP and Shantel Bennett received the Food Lion Player of the Game award. Both had seats on the AllTournament Team. The men’s basketball team jumped to a 9-0 start on the season, achieved its first 20-win season since 1992-93, and finished with a 24-8 overall record. As exciting

the start of the season was, so was FSU’s play in the CIAA Tournament. The South’s No. 3 Seeded Broncos surpassed Shaw, Virginia Union, and Johnson C. Smith to reach its eighth championship game. The program missed the qualifying for the NCAA Regionals by one position. Denzel Hosch was honored with the CIAA Lowe’s Senior CLASS award and Jalen Seegars was named All CIAA. The Fayetteville State bowling season was cut short with one divisional meet and the championship tournament remaining on the schedule. The Broncos were undefeated in conference play with a 39-0 record and 49-15 overall standing. Four bowlers were name all-conference along with Cecilia Chafin, who was named the CIAA Rookie of the Year. Head Coach Robert “Bobbie” Henderson was named the Coach of the Year for the fourth consecutive season as Fayetteville State captured their 19th Divisional title. The golf team completed two Spring matches before the season was cut short, but the Broncos participated in four matches in the Fall. FSU won the VSU Trojan Fall Classic in October. Softball finished the 2020 abbreviated season with a 5-9 record and women’s tennis finished 2-2.

THE DIVISION OF UNIVERSITY ADVANCEMENT FUNDRAISING IN COVID-19 Navigating fundraising in COVID-19 called for an opportunity for our Division to pivot from our traditional strategic approach to fundraising to an out-of-box virtual fundraising experience. The 2019-2020 year saw investments by individuals, corporations, and foundations in the university’s core mission of providing students a personalized learning experience in preparation from leadership and service. Significant, the generosity of an anonymous donor who contributed a major gift of 736 laptops for first-time Freshmen, the Class of 2024. More than 2,054 contributors provided FSU with additional scholarship dollars that will support and fulfill the university’s mission. In total, gifts contributed to FSU for fiscal year 2019-2020 totaled $2.32 million exceeding the annual goal by nearly $1 million.

Secured 7 new Legacy Gifts, to include two naming opportunities, totaling

FSU Foundation Commits to Endowment of

$1.2 million

$250,000

Conducted Wellness Texting to more than

25% of committed FSU Faculty and Staff contributed more than

to support student scholarships and academic programs

11,000 Alumni

Received anonymous major cash gift of more than

$68,000

$200,000

FSU Retirees Contributed

$10,000

NOTABLE ACTIVITY DURING THIS PERIOD INCLUDED » Doubled alumni participation in giving from 3% to 6% » Doubled the number of alumni who contributed

» Launched Bronco Bulletin E-newsletter to connect Alumni, faculty, staff, and Friends to the University

» Launched the first university-wide “Day of Giving” Campaign

» Created and launched Class Reunion Leadership e-Training

» Revised and Approved by Board of Trustees, Policy on Naming of Facilities and Academic Programs

» Engaged and enhanced millennial Alumni participation

» Launched two e-Newsletters, The Bronco Bulletin and Planned Giving » Implemented Affinity Fundraising Approach » Converted fund raising system from Banner to Raisers Edge NXT » Established plan to provide quarterly Giving Reports to deans and directors » Enhanced Strategic Communications via Social Media and Traditional Media Relations » Launched Bronco Breakout - Engage and involve young Alumni, faculty, and staff to showcase and present their accomplishments in the areas of entrepreneurship, careers, and community service » Relaunched the Future Alumni Association on Campus to engage Students and connect them with FSU Alumni and Friends » Met 10% yield goal

» Implemented strategy designed to yield a 10% increase in contact information and outreach » Improved and enhanced processes for communicating with both internal and external constituents » Maximized our use of technology to reach alumni, faculty, staff, and other University stakeholders » Participated in virtual training and development in areas specific to alumni research, alumni engagement, and involvement » Since March of 2020, the team has actively engaged in monthly professional training in the areas of Raiser’s Edge NXT and Prospect Research » Participated in virtual webinars and virtual professional training for alumni engagement and outreach » Shared news about the work of the University and distinguished honors that faculty & staff are still achieving even in these unprecedented times 31

THE DIVISION OF INFORMATION TECHNOLOGY SYSTEMS DURING A PANDEMIC, TECHNOLOGY MATTERS MORE THAN EVER BEFORE

The rapidly changing path of information technology is expanding the borders of how we learn, discover, and communicate. ITS at FSU provides a solid infrastructure to help FSU improve the quality of education and research, prepare our students for work in the twenty-first century, expand its role in the community and around the world, and act as good stewards of the university resources. Here are highlights from 2019-2020.

SYSTEM INFRASTRUCTURE ENHANCEMENTS » With funding from Title III grant, ITS performed a major upgrade to server and storage infrastructure in both data centers with the goal of achieving high availability, better performance, and increased storage capacity that will meet the demands for at least for the next 6 years. » 75% reduction in Data Center footprint » >10x increase in performance » >75% reduction in response times

CLASSROOM AND LAB TECHNOLOGIES » 7 Computer labs in various buildings (Lilly Taylor, Lyon Science, Science and Tech, and Butler) were updated and 120 new computer workstations were deployed to replace old computers. » The open use lab LSA125 was reconfigured to accommodate a new Robotics Lab for the Computer Science research faculty and to increase workspace in the open use lab. » 9 classrooms in various buildings were upgraded with newer presentation technologies such as projectors, document cameras, and large screen televisions.

NETWORK INFRASTRUCTURE IMPROVEMENTS » Core Routers that enable network traffic on campus and between the Internet were replaced after six years. This basically increases the capacity from 10 GB to 40 GB providing higher speed of data transmission and another 6 or more years of longevity for the infrastructure. » Like the routers, Campus Firewalls on both data centers were more than 6 years old and needed replacement. ITS replaced the CISCO firewalls with new Palo Alto firewalls providing ability to manage the network and security of the campus network centrally. » University Place Apartments (UPA) connectivity to the campus and the Internet is refreshed with new network switches and WiFi access points. This essentially resolved the connectivity and WiFi capacity issues for the residential students that live in the UPA.

» Eliminated refresh needs for the > 6 years

ENTERPRISE APPLICATION SERVICES » Customized training for campus users for Office 365, Teams, Forms, OneDrive, Zoom, AdobeSign and published schedule for face-to-face sessions and links for the online modules. » Degree Works Module upgrade – allowing students to develop their own educational plan (SEP), be able to see their transfer equivalency for course taken at some other institutions. » FSU Engage implementation – created a student-centered section of the MyBronco portal labeled FSU Engange specific to students giving them one place to go to for all the online services available to students.

GENERAL IT SERVICES » ITS implemented an in-house helpdesk and a call center. This service had been outsourced for several years in the past. » Annual Security Awareness training resulted in high compliance with only 69 of the 1200 employees missing the mandatory training.

THE DIVISION OF BUSINESS AND FINANCE A FINE-TUNED FOCUS ON FISCAL RESPONSIBILITY NETS FAVORABLE RESULTS The numbers tell a comprehensive story about the state of financial health at Fayetteville State University. Cost savings, sound management, and better returns on investment are among the points highlighted below: » Fayetteville State University received an unqualified opinion for the FY 2019 university financial audit and for the FY 2019 blended component unit financial audits. Based on the auditor’s report, the university’s financial position remained relatively stable, as of June 30, 2019, and the combined net position for the university increased $2.13M, which is an increase of 7.71%, demonstrating effective compliance and institutional controls and included no findings. » Finance realized cost savings by eliminating administrative duplication of effort resulting in abolishing four positions; Fixed Asset Coordinator, Director of Financial Reporting, Perkins Loan administrator, and Director for Materials Management; creating a savings to the University of over $310K. » Finance implemented additional technology within our Touchnet Suite, to improve operational efficiency, such as parent plus loan refunds can be executed via ACH, added mobile phone functionality, target population messaging for bill payment via text or email, communication tracking and a modernized student bill publishing process that will allow for more timely bill statements. Successfully implemented Touchnet payment option for campus enterprise printing department.

» Sworn police personnel completed 868 hours of training to include but not limited to the following: State mandated yearly in-service to include firearms, FBI Leadership, West Point Leadership. Police and Public Safety completed over 40 Crime Prevention/Training.

2019-2020 BUDGETED REVENUES

» Users of the LiveSafe (Safety App) increased by 451 individuals. These steps have contributed to Fayetteville State University being ranked by Alarms.org as the safest HBCU in North Carolina; the 4th safest campus in North Carolina: link: www.alarms.org/safest-colleges/

Nearly 46% of budgeted revenue comes from state appropriation and about 14.5% from state tuition and fees. The categories, broken down by dollars and percentages:

» The successful Lyons Science comprehensive renovation project bid came in 450k under budget. Guaranteed Maximum Price contract executed and notice to proceed letter issued. » Facilities Maintenance solicited designers for FSU Health and Wellness Center. This is part of the FSU and the City of Fayetteville partnership to develop their two adjacent parcels of land for the construction of the FSU Wellness Center and the COF Senior Center. Sharing site development cost, will result in a cost avoidance of over 800K, to be reallocated to the brick and mortar construction.

Noncapital Grants 36,493,245.93

State Appropriation 54,796,248.00

» Facilities Maintenance and Emergency Management received an excellent Office of the State Fire Marshal (OSFM) annual site inspection report in June 2020. » Planning & Construction completed several small construction projects to include 850K of repairs & renovations in residence halls and multiple operations and maintenance repairs totaling 650K. In addition, completed the scope of work and awarded moisture mitigation study for College of Education building and completed FY19 campus greenhouse gas emissions inventory. » Administration and Auxiliary Enterprise relocated the apparel section of the bookstore to an unused on-campus space, resulting in 49K in annual savings for commercial leased space. In addition, our campus partner contributed 475K to complete this project and agreed to 50K in annual contributions designated to impacting the student experience.

Student Tuition & Fees 17,203,471.49 Auxiliary Sales & Services 10,021,598.00

Total

Other Operating Revenues 383,180.42 Other Non-operating Revenues 310,770.80 Grants & Contracts 105,263.11

$119,313,778.72

Non-Profit Org. US Postage PAID Fayetteville, NC Permit No. 247

1200 Murchison Road Fayetteville, NC 28301 www.uncfsu.edu