President Marva Johnson’s Path to 100 Days
As the 13th President of Florida A&M University, my mission is clear: to preserve and protect the legacy of FAMU while advancing it toward new heights of excellence. Together, we will adapt strategically, align intentionally, and lead boldly. We will catapult this University forward without ever compromising the mission we were founded on in 1887.
In these first 100 days, I am immersing myself in all aspects of Florida Agricultural and Mechanical University—our academics, operations, history, and cherished traditions. I am listening deeply to our stakeholders—our faculty, staff, students, alumni, and university supporters to gain a comprehensive and grounded understanding of our strengths, challenges, and the bold opportunities ahead. The insights gathered serve as a foundational and ongoing step in developing an action plan and priorities to guide FAMU forward.
Right now, my focus is on a few specific areas that impact our University’s excellence today and in the future.
Positioning for the Future 1 2 3 4 5
Assuring Student Success and Enhancing the Experience
Advancing Excellence and Innovation in Our Curriculum
Supporting World-Class Faculty and Staff
Strengthening Partnerships
Our students are—and will always be—our top priority—not just for me, but for every leader, faculty member, and staff member on this campus. Together, we are committed to ensuring that our students are safe, supported, and positioned for success. At FAMU, we not only provide knowledge—we also instill values of service, leadership, and community that have guided our alumni to greatness in every field.
A FAMU degree must be a ticket to real opportunity. Today’s graduates need more than a diploma—they need digital fluency, adaptability, and strong professional networks when they cross that stage.
The Path to Carnegie Research I Status (R1) and Aligning Programs with Workforce Demands
Achieving Carnegie R1 status remains a priority for this institution to reach preeminence. It is the next chapter of FAMU’s evolution as a national powerhouse in education, research, innovation, and impact. To achieve R1 status, we must improve our PhD programs, retain top talent, and re-engage our alumni network of scholars and innovators.
R1 is our North Star. To ensure we are laser-focused on achieving R1 status, the University has opened its first Health Sciences Enterprise and Research Innovation Division.
This new division, which aligns with our strategic areas of expertise, will play a pivotal role in accelerating the University’s progress toward achieving a Carnegie R1 classification and fulfilling FAMU’s historic land-grant mission in the 21st century.
Compensation, Shared Governance, Workloads and Career Paths, Technology and Resources
FAMU’s success depends on the dedication and brilliance of its faculty and staff. They are the lifeline of this institution and critical to its elevation.
My job as President of this prestigious institution is to remove barriers, deliver resources, and build coalitions that support our faculty and staff.
Guided by our faculty and staff, we will identify critical gaps and opportunities for support and investment, with an initial focus on:
1 2 3 4 5
Competitive compensation;
Access to cutting-edge technology tools;
Strengthening of our shared governance model;
Optimizing faculty and staff workloads and career pathways; and Aligning curricula with current and emerging workforce demands.
All of these impact faculty and staff morale. More importantly, a thriving faculty and staff culture directly fuels our students’ success.
Business Partnerships and Investments, Entrepreneurship Partners
We must strengthen our relationships with industry partners across all areas of our curriculum, our campus communities, and the nation. By deepening these relationships, we can ensure that our academic success aligns with the demands of the workforce. By giving industry leaders greater access to our exceptional scholars we create opportunities for collaboration, research, and professional growth.
We have an opportunity to strengthen our partnerships with business and economic leaders, entrepreneurs, and intrapreneurs to help drive growth at FAMU and bring additional professional development opportunities to our students. We have a rich network that includes FAMU alumni, public and private universities in Florida, and historically Black colleges and universities across the nation, who can help us better serve our students.
We will work with FAMU faculty and alumni to host these leaders on our campuses to meet our students, identify opportunities for collaboration, and strengthen their connection to the University.
Financial Health, Fundraising, Revenue Streams, and Infrastructure Growth
Our continued excellence demands improvements in our operational strength. It’s time to position Florida A&M University for the future.
My first step is to gain a holistic understanding of the University’s finances and infrastructure, identifying areas of concern and developing an action plan to improve the institution’s financial health and position it for sustainable growth.
To continue our quest for excellence, we must focus on the following key priorities:
Executing a master plan that fosters growth across every FAMU campus. 1 2 3 4 5
Diversifying and strengthening revenue streams;
Reducing reliance on government funding; Expanding alumni giving;
Forging innovative corporate partnerships; and
Educated with the insights gained from these 100 days and beyond, I will work with our faculty, staff, students, alumni, and supporters to lead FAMU forward with a course of action that preserves its proud legacy and advances its excellence. I welcome and appreciate your support.
Forward ever, backward never.
B. Johnson
President Marva B. Johnson, J.D., MBA
Forward ever, backward never.
President Marva
Path to 100 Days