Strategic Planning 2022Steering Committee MeetingExternal / Internal Analysis

Presented by Paul Todd

February 19, 2016

Environmental TrendsFive Trends to Watch in Higher Education1. 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 20142

U.S. Public and Nonpublic High School Graduates, 1996-97 to

2027-28

1996

-97

1997

-98

1998

-99

1999-00

2000-0

1

2001-02

2002

-03

2003

-04

2004

-05

2005

-06

2006

-07

2007

-08

2008

-09

2009

-10

2010

-11

2011

-12

2012-13

2013

-14

2014

-15

2015

-16

2016

-17

2017-1

8

2018-19

2019-2

0

2020

-21

2021

-22

2022

-23

2023

-24

2024

-25

2025

-26

2026

-27

2027

-282,200,000.0

2,400,000.0

2,600,000.0

2,800,000.0

3,000,000.0

3,200,000.0

3,400,000.0

3,600,000.0

Milli

ons

Peaked in 2010-11 at 3.4 million following 17 straight years of growth averaging

2.3% annually

State Funding Decline

4

In the Public Sector, a Growing Dependence on Net Tuition Revenue

State

Net Tuition Revenue Share, FY2014

Change in % Points Since

1986Vermont 81.6% 23.6Colorado 72.9% 32.8Pennsylvania 71.7% 33.4Ohio 63.0% 27.3Virginia 61.5% 32.1New Jersey 59.3% 38.5Kentucky 48.1% 22.5Washington 48.0% 26.3Texas 38.9% 19.0Georgia 37.9% 17.3New York 36.1% 17.6Florida 35.0% 16.5Illinois 33.6% 14.3North Carolina 33.5% 20.5California 21.7% 10.9Wyoming 14.9% 5.5Source: SHEEO SHEF

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

76.8%

53.4%

23.2%

46.6%

Share of Public Institutions’ Discretionary Revenues

Educational AppropriationsNet Tuition Revenue

No USG tuition increase for 2016-2017

Rising Tuition = Debt

6

External Trends3. 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

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 data8

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)

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WeaknessesLow 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

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)

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OpportunitiesMarketing 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

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

College of BusinessOpportunities• Market Segment Focus

Growing minority segments (e.g. Latino) Military veterans Degree-completion Boomers needing re-skilling

14

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

(Projected)

0.0

500,000.0

1,000,000.0

1,500,000.0

2,000,000.0

2,500,000.0

3,000,000.0

3,500,000.0 Total Public & Nonpublic

50% of public high school graduates

Projections of Postsecondary Enrollmentof 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.

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

7,000,000.0

7,500,000.0

8,000,000.0

8,500,000.0

9,000,000.0

9,500,000.0

10,000,000.0

10,500,000.0

11,000,000.0

ThreatsEnrollment / 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

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

Next Step in Process

19

Strategy

Internal

External

Mission

Values

Vision

Scorecard

TacticsAnalysis

To Think AboutGiven 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?

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