1. Strategic Planning 2022 Steering Committee Meeting External / Internal Analysis Presented by Paul Todd February 19, 2016

2. Environmental Trends Five Trends to Watch in Higher Education 1.Declining revenue Enrollment is flat or declining State funding decline is a long term trend 2.Demand for Higher ROI Investment is outpacing the return Student debt versus employment prospects Boston Consulting Group, April 2014 2

3. U.S. Public and Nonpublic High School Graduates, 1996-97 to 2027-28 Peaked in 2010-11 at 3.4 million following 17 straight years of growth averaging 2.3% annually

4. State Funding Decline 4

5. In the Public Sector, a Growing Dependence on Net Tuition Revenue Source: SHEEO SHEF No USG tuition increase for 2016-2017

6. Rising Tuition = Debt 6

7. External Trends 3.Universities are being challenged to improve student outcomes Graduation & competency data Performance-based funding 4.New business & delivery methods Certifications & accelerated degrees Online/hybrid delivery (post-MOOC) 5.Globalization is accelerating International students in the US US universities with a global footprint 7

8. SWOT Feedback  19 Listening Sessions  About 75 faculty/staff/students  Anonymous, open forum  Aggregated responses  Ranked by number of similar responses  Supplemented by Extended Cabinet retreat data 8

9. Strengths  Diverse student body (20); diverse faculty (8)  Faculty committed to student success (19)  Beautiful campus (17)  Small class size (16); small school (5)  Location within metro Atlanta (15)  Value/lower cost (15)  Engagement with the community, e.g. PACE (14)  Collegiality/cooperation among faculty & staff (12)  Qualified/committed faculty; quality instruction (8)  Strong leadership support (7)  Top 100 workplace in Atlanta (Extended Cabinet)  Growing dual enrollment program (EC) 9

10. Weaknesses  Low level of CSU awareness / need for more marketing (26)  Lack of resources for new graduate programs (20)  Unreliable IT infrastructure (17)  Lack of support staff for faculty (13)  Perception of crime (11)  Low alumni involvement (10)  Low/uncompetitive salaries (9)  No school spirit (9)  Pressure to increase enrollment (8)  Inconsistent online offerings (7) 10

11. Weaknesses (cont.)  Faculty staff turnover (7)  Poor-quality talent pool in local high schools (7)  Association with Clayton County School System (7)  Lack of childcare (5)  Poor communication within campus (5)  Need for greater external funding/endowment (EC)  Enrollment, retention, graduation rates (EC) 11

12. Opportunities  Marketing and recruiting (26) “Lack of awareness is an opportunity”  Expand partnerships: corporate/healthcare/government (14)  Increase external funding: grants/sponsorships/gifts (11)  Expand online, with training and support (11)  Film & television (10)  Campus expansion / proactive consolidation (8)  Expand degree programs (8)  Get more international students (7)  Growth in graduate programs – more variety (7) 12

13. Opportunities (cont.)  Convert more dual-enrolment students (7)  Childcare program (6)  Embrace the current student population demographic (5)  Increasing economic development on south side, e.g., aerotropolis, Porsche, Ft. Gillem, Ft. McPherson, Pinewood (EC) 13

14. College of Business Opportunities Market Segment Focus Growing minority segments (e.g. Latino) Military veterans Degree-completion Boomers needing re-skilling 14

15. High School Graduates by Race/Ethnicity, 1996-97 to 2008-09 (Actual); 2009-10 to 2027-28 (Projected)

16. Projections of Postsecondary Enrollment of Adults 25 and Older Adult enrollment is projected to grow by 22 percent between Fall 2010 and Fall 2021. Source: National Center for Education Statistics, Projections of Education Statistics to 2021, Table 21.

17. Threats  Enrollment / funding cycle jeopardizes finances (26)  Competitors: USG/private/for profit (24); E-Core/online (8)  Student debt, student financial health (13)  Faculty-staff workload/low salary leading to turnover (12)  USG Consolidation (11)  Declining local economy (10)  Outdated facilities/IT systems (9)  Declining academic readiness of students (6)  Lack of focus/strategy (6) “Cannot be all things to all people” 17

18. Threats (cont.)  Declining resources – state funding, reductions in financial aid programs (EC)  Pace of change in state’s workforce needs vs. ability to adapt with new programs and majors (EC) 18

19. Next Step in Process 19 Strategy Internal External Mission Values Vision Scorecard TacticsAnalysis

20. To Think About Given our vision-mission-values, the environmental trends, and our SWOT factors.. 1.Name three ways we can strategically differentiate ourselves in the marketplace, e.g., for targeted student populations, granting agencies, or external partners. 2.What should be our top three strategic priorities? 3.Given the priorities, what major initiatives (i.e., projects like PACE) do we need to pursue now to insure a prosperous future in 2022? 20