New FAMU president unveils 100-day plan short on specifics

Two months into her tenure as FAMU’s 13th president, Marva Johnson on Monday released a 100-day roadmap pledging to uphold the FAMU’s “proud legacy” while propelling it to “new heights of Excellence with Caring.” But the plan, built on five broadly defined pillars, has drawn swift skepticism from faculty and higher education analysts who argue it lacks concrete strategies or ambitious vision to address FAMU’s evolving challenges and raise the university's profile as a "Top 100 public university".

The document, titled “Preserving Legacy. Advancing Excellence.,” outlines priorities Johnson says emerged from months of dialogue with faculty, students, alumni, and administrators. Its pillars focus on student success, curricular innovation, faculty support, external partnerships, and long-term institutional sustainability. Yet critics describe it as a “mission statement in search of a plan,” noting its avoidance of detailed benchmarks, budgetary commitments, or bold structural reforms.

“This is about laying a foundation for transformational change,” Johnson said in a letter to the campus community, emphasizing her intent to “act with urgency” while respecting shared governance. “These pillars are not aspirations—they are commitments. But we must first listen deeply to our community to shape the specifics.”

Johnson's plan, so far, has received a lukewarm reception from the campus community most of whom have described it as a “repackaged mission statement,” lacking actionable steps, funding details.  Some welcomed Johnson’s collaborative tone, others criticized the plan’s vagueness. The “advancing excellence” pillar, for example, pledges to “improve our PhD programs” but does not specify which programs. Similarly, the pillar on partnerships mentions “deepening ties with industry and alumni” without naming targeted sectors or fundraising goals.

“It reads like a template you’d find in a ‘Higher Ed Leadership 101’ seminar,” said a sociology professor. “Where’s the daring? FAMU needs a president who’ll fight for parity or propose cutting-edge programs in A.I. or climate science. This feels reactive, not visionary.”

Students expressed cautious optimism but echoed calls for clarity. “I’m glad she’s focusing on student experience, but what does that mean?” said junior Nia Carter, we have sparse resources, need more scholarship dollars, and mental health resources. “We need timelines, dollar figures—something tangible.”

Higher education policy experts also raised concerns.  Lena Whitaker, PhD, a Howard University administrator, noted that HBCU leaders face unique pressures but stressed that “crisis demands specificity. You can’t ‘position for the future’ without addressing enrollment strategies, tech integration, or debt relief for students.”

The rollout highlights the tightrope Johnson walks: balancing consensus-building with decisive action. As Johnson grapples to find her footing she is struggling to find a "win" knowing her every move will be scrutinized by a community eager for progress yet wary of empty promises.

In July, weeks before formally assuming office, Johnson drew sharp scrutiny for an ill-advised press conference at the Florida Capitol, where she lauded the university’s recent legislative wins—achievements secured by prior administrators, and in which she played no role—prompting accusations of opportunism from lawmakers and alumni.

Johnson has no plan for how she will fix administrative and financial services
A glaring omission in Johnson’s plan is any substantive roadmap to resolve the systemic financial failures in the Division of Administrative and Financial Services—a crisis thrust into spotlight during the June 18th Board of Governors meeting.

The BOG painted a damning portrait of dysfunction: delayed bank reconciliations, lax internal controls, and chronic delays in vendor payments violating both university policy and state law.

Johnson’s silence on these operational breakdowns raises questions about her administration’s urgency to address the rot at the core of FAMU’s financial infrastructure.  Most of the bad actors in the division ---Terrisa Brown, HR Director, SVP Rebecca Brown (out playing the FMLA game), Michael Smith, AVP,  Mattie Hood are still in place.

“Warm words won’t fix our infrastructure, outdated system and processes, delayed financial aid payments, or keep our best professors from leaving,” said Fredrick Johnson, a 1998 alumnus on social media. “FAMU deserves more than pillars. We need a blueprint, a visionary/competent leader —and a fighter.”

For now, Johnson appears to be in over her head and her focus for next 100 days should be to turn slogans into stakes in the ground.