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Revised May, 2013
Columbus State University provides world-class education and assures student success through creative inquiry and community, regional, and global partnerships.
Our core values are Excellence, Engagement, Creativity, Servant Leadership, Inclusion and Sustainability.
A Strategic Planning Commission was formed in the Spring of 2012 to review the University's current plan and develop a five-year plan to be implemented beginning FY 2013-14. The Commission reviewed the university's current plan and researched the current environment by analyzing data from several internal and external sources. The Committee then developed a SWOT analysis and sought input for the plan via a series of focus groups and surveys distributed to faculty, staff, alumni, and students. A strategic planning website offered additional opportunities for faculty and staff input.
Based on the research conducted by the Commission, CSU's primary strengths were determined to be its location, its comparative value, its focus on teaching excellence, experiential learning opportunities (such as the Study Abroad, Servant Leadership, and UTeach programs), cultural enrichment opportunities (to include two campuses and several outreach centers), and public-private partnerships ("town-gown" relations). CSU's important weaknesses identified by the SWOT analysis included low student retention/graduation rates and a lack of on-campus student engagement. The SWOT analysis also identified several opportunities and potential threats in the immediate environment, to include the growth in the use of technology in higher education, which has opened up new instructional formats (online courses) and has increased competition in the local area resulting in more educational options for students. With the decline in federal and state funding and the concurrent rise in college tuition in the last decade, the cost of higher education has become a major concern of the general population. It is clear that one of the main threats to higher education in the United States is the decline in its perceived value. To sustain organizational growth, the University will need to communicate its value in comparison to other universities across the country. Student success is a key factor in increasing the perceived value of an educational experience. Making improvements in the area of student success will not be easy and will require a strategic focus, substantial investments, and a significant effort.
Improving student success alone is not sufficient to move CSU forward. Moving the University forward will also require a focus on organizational stewardship and investments in areas that capitalize on emerging opportunities. Of course, our employees are key to the success of this plan, so we need to continue to focus on issues that impact faculty and staff satisfaction and retention. Additionally, successful stewardship strategies should include investments in sustainability programs that can reduce the University's long-term operating costs and lessen its impact on the environment.
The following strategic plan presents a two-pronged approach to accomplishing the University’s vision. The first strategic direction focuses on improving student success by attracting more student scholars, engaging students both academically and socially, employing creative instruction, and fostering student well-being. This strategic focus confronts CSU’s primary weaknesses, which threaten the core mission of the university. It is imperative to address student success first since it will have the biggest impact on the university’s long-term vitality. The second strategic direction focuses on sustaining the University’s growth by enhancing in-demand and innovative programs, improving faculty/staff retention, and advancing organizational stewardship. The second strategic focus builds upon CSU’s strengths to enable the university to capitalize on new opportunities.
This plan incorporates goals and strategies recommended by the University’s Facilities Planning Committee (hereafter called the “Sasaki Plan”) and the University System of Georgia’s “Complete College Georgia” Plan (hereafter “CCG”). Under each of the two strategic foci we have rank-ordered strategic priorities according to their importance to accomplishing the University’s five-year vision. For assessment purposes, benchmark measures were developed for the strategies contained in this plan and are listed beginning on page 10 of this document.
Explanation of the New Vision Statement:
Columbus State University ("CSU") has improved its reputation for undergraduate education in the last few decades, as evidenced by its recent recognition in the 2013 U.S. News & World Report rankings as one of the top 50 public regional universities in the South. Our long-term goal is to continue to make improvements and become a “first choice” institution that attracts academically-engaged students who are looking for challenging programs and a vibrant campus culture. We believe that the largest contributors to CSU's improved reputation have been its focus on teaching excellence, experiential learning, cultural enrichment opportunities, and public-private partnerships. This new vision is designed to move CSU to the next level by focusing on its strengths and making improvements in key success areas in order to create an educational experience that is exceptional in its value when compared to other institutions. Student success is an important part of this strategic vision. Faculty and student engagement have a significant impact on student success, so they are key to this plan. Faculty engagement includes activities that impact research and creative inquiry, faculty/student interaction, internal/external collaboration, and service activities.
Becoming a “first choice” institution requires developing a vibrant, globally-connected campus culture. Student engagement not only increases student success, but it is also a necessary ingredient to a vibrant campus culture. Student engagement includes student participation in research and creative projects, cultural enrichment activities, living/learning communities, service projects and activities, and professional and social organizations and activities. Maintaining a vibrant campus culture also requires a focus on in-demand and/or cutting edge degree programs (such as those in the STEM disciplines, healthcare, education, and business). Additionally, it is important that graduates understand the impact that organizations have on the external environment since environmental sustainability is not just a local issue – it is also a pressing global issue. It is clear that in today’s environment successful graduates will need exposure to global issues which includes an appreciation of different cultures. The rapid increase in the global mobility of students, services, and trade necessitates a continued focus on international education and study abroad programs. Students should be involved and engaged not only with the local campus community, but also with our international community.
Explanation of the New Mission Statement:
Consistent with the University System of Georgia's mission, CSU's primary mission is to empower its stakeholders to make a contribution to society. The University's stakeholders include its faculty, staff, students, alumni, and our local and global communities. Academic excellence has always been an important part of CSU's mission. It includes a focus on teaching excellence, research and creative inquiry, and faculty and student engagement. In addition to academic excellence, we will continue to focus on skills that encourage life-long learning, including communication (written and oral), critical problem-solving, and critical thinking. Clearly, CSU's key differentiating strengths are its public-private partnerships and its experiential and cultural enrichment opportunities, which include its global learning communities, cultural enrichment programs and activities, service learning activities, study abroad and undergraduate research opportunities. We will continue to focus and build on these strengths. Our six core values remain and they are as follows:
Priority #1: Attract a higher percentage of students with the motivation and preparation to complete a degree
Goal #1: Improve CSU's name recognition, academic reputation, and ranking
Recommended strategies:
Goal #2: Increase the number of student scholars
Recommended strategies:
Goal #3: Continue to offer a "best value" educational experience
Recommended strategies:
Benchmark measures related to Strategic Focus #1, Priority #1:
Benchmarks #1-8, 16
Priority #2: Employ more creative instructional methods to meet the needs of diverse students (ontraditional, traditional, first generation, international, honors, graduates)
Goal #1: Improve the quality of instruction through improvements in classrooms, labs, professional development, instructional quality and instructional technology
Recommended strategies:
Goal #2: Improve flexibility in course design and resources for all students
Recommended strategies:
Benchmark measures related to Strategic Focus #1, Priority #2:
Benchmarks #1, 8-9, 11
Priority #3: Increase student academic and social engagement and sense of belonging
Goal #1: Promote student participation in CSU’s global, academic, and experiential learning programs
Recommended strategies:
Goal #2: Cultivate student participation in CSU's cultural and social activities
Recommended strategies:
Goal #3: Focus more on student satisfaction and well-being
Recommended strategies:
Benchmark measures related to Strategic Focus #1, Priority #3:
Benchmarks #1, 7-14
Priority #1: Sustain the University's growth by focusing resources in areas with strong potential based on emerging opportunities
Recommended strategies:
Benchmark measures related to Strategic Focus #2, Priority #1:
Benchmarks #1, 3, 7, 15-16
Priority #2: Improve faculty/staff retention, job satisfaction, and productivity
Recommended strategies:
Benchmark measures related to Strategic Focus #2, Priority #2:
Benchmarks #1, 8, 11, 16-17
Priority #3: Improve stewardship through leadership in sustainability programs, the efficient use of resources, and external partnerships
Recommended strategies:
Benchmark measures related to Strategic Focus #2, Priority #3:
Benchmarks #1, 3, 9, 14, 17-19
| Benchmark Measure | Strategic Priority | Current (2012-2013) |
Goal (2018) |
| (1) Student retention, progression, and graduation rates | Focus #1, 2 P-1, 2, 3 |
66% first-year retention rate and 34% six-year graduation rate | At parity with peers (Kennesaw has 77% retention rate) |
| (2) Entering students’ SAT/ACT scores | Focus #1 P-1 |
989 (SAT Reading and Math Combined); 20 (ACT) | At least the 50th percentile – currently 1050 (SAT) and 23 (ACT) |
| (3) Amount and distribution of non-athletic scholarships | Focus #1 P-1 Focus #2 P-1, 3 |
Currently $1,589,487/year (with Music students receiving over 52% of scholarships) | Increase funding to $3,942,000/year to achieve a distribution based on Strategic Plan emphases and % of students in each area (see Exhibit “A”) |
| (4) Amount and % of students receiving Hope scholarship | Focus #1 P-1 |
579 (about 56% of students from GA counties) | At parity with peers (Kennesaw State currently has 68%) |
| (5) Number of Honors students | Focus #1 P-1 |
201 | At least 350 |
| (6) International student enrollment statistics | Focus #1 P-1 |
107 (or 1.3% of total student population) | At least 4% of total student population |
| (7) Number of students in on-campus work/study programs or GTA's/GRA's | Focus #1 P-1, 3 Focus #2 P-1 |
HR reports about 60 Federal work-study and 113 GA's (doesn't include separate dept. budgets) | A 20% increase in the current number |
| (8) ESS/ACT student satisfaction measures (given to seniors) | Focus #1 P-1, 2, 3 Focus #2 P-2 |
CSU seniors rated the following items lower than national average: “job placement services” (3.24 vs. 3.43), “financial aid services” (3.45 vs. 3.60), “new student placement in reading and math” (3.51 vs. 3.60) | Achieve scores at or above the national average on all ACT student satisfaction measures |
| (9) Additional private/state funding for capital projects to improve campus facilities, labs and student meeting spaces | Focus #1 P-2, 3 Focus #2 P-3 |
None | At least $64 million (includes Sasaki Plan renovations) |
| (10) % of adjuncts teaching key core courses (Math, English, etc.) | Focus #1 P-3 |
About 56% of freshman/ sophomore core courses were taught by full-time faculty in 2012 (university average) | University average of about 60% of core courses taught by full-time faculty (while decreasing reliance on adjuncts all levels) |
| (11) Student engagement (NSSE survey) | Focus #1 P-2, 3 Focus #2 P-2 |
2011 NSSE survey shows CSU scored below its peers on: “level of academic challenge” (49.0 vs. 52.7), “supportive campus environment” (58.6 vs. 61.3), and “student-faculty interaction” (33.7 vs. 34.2) | At or above Peer institution mean on all NSSE student engagement measures |
| (12) Number of study abroad participants and International Learning Community classes | Focus #1 P-3 |
151 students enrolled in study abroad programs and 47 ILC class sections in 2011-12 | At least 219 students enrolled in study abroad programs (45% increase) and 52 ILC class sections |
| (13) Number of student participants in clubs and organizations (including Greek) | Focus #1 P-3 |
77 active student organizations with 2,250 members (30% of student body) | Increase student participation by 25% (or at least 2,800 students representing at least 38% of the student body) |
| (14) Student participation in co-ops/internships, or service learning programs | Focus #1 P-3 Focus #2 P-3 |
About 56% of students participate in some form of co-op, internship, or service-learning experience | At least 67% of students participating in at least one of these experiences |
| (15) Growth in graduate program enrollment | Focus #2 P-1 |
Currently 1,212 graduate students | At least a 20% increase, or 1,500 graduate students |
| (16) External grant funding | Focus #1 P-1 Focus #2 P-1, 2, 3 |
$4,855,236 in external grants annually | About $5,774,000/ annually by 2018 (see Exhibit “B”) |
| (17) Faculty/Staff turnover rates | Focus #2 P-2 |
HR reports CSU’s average annual voluntary turnover rate is 6%, but it is higher in some units | Achieve a 5% or less annual voluntary turnover rate in all units/areas |
| (18) Number of faculty, staff, and students using CSU’s busing system | Focus #2 P-3 |
130,000 riders/semester | A 2% increase in utilization each year |
| (19) Environmental sustainability | Focus #2 P-3 |
Usage (both campuses): Electricity: 4,728 kWh per capita; Water: 9,541 gallons per capita; Solid Waste Disposal: $7.36 per capita solid waste disposal; Hazardous Waste Disposal: $0.25 per capita | At least a 3% usage reduction in electricity, water, and solid water disposal (per capita); A 1% solid waste reduction (using recycling, composting, re-use, and prevention) |
| Program | Annual $ Amount 2012-13 | Current % of Total Scholarships | % of Total Scholarships Goal for 2017-18* | Annual $ Amount Goal for 2017-18* |
| Honors | $170,460 | 10.7% | 20.3% | $800,000 |
| Servant Leadership | $163,875 | 10.3% | 5.1% | $200,000 |
| Art | $17,000 | 1.1% | 0.6% | $25,000 |
| Communications | $0 | 0.0% | 0.6% | $25,000 |
| College of Business & Computer Science | $22,800 | 1.4% | 15.2% | $600,000 |
| Teacher Education | $63,550 | 4.0% | 7.6% | $300,000 |
| Math and Sciences (STEM) | $8,920 | 0.6% | 11.4% | $450,000 |
| Languages, History, Psychology, Political Science | $3,000 | 0.2% | 0.6% | $25,000 |
| Criminal Justice and Sociology | $0 | 0.0% | 0.6% | $25,000 |
| Music | $829,130 | 52.2% | 20.3% | $800,000 |
| Nursing/Healthcare | $44,993 | 2.8% | 7.6% | $300,000 |
| Physical Education and Exercise Science | $0 | 0.0% | 0.6% | $25,000 |
| Theatre | $56,850 | 3.6% | 1.5% | $60,000 |
| ROTC | $5,500 | 0.3% | 0.2% | $7,000 |
| General | $203,409 | 12.8% | 7.6% | $300,000 |
| Totals | $1,589,487 | 100% | 100% | $3,942,000 |
* Scholarship goals are based on 2018 Strategic Plan emphases and the number/percentage of students in each program area
| FY13 (Current) |
FY14 | FY15 | FY16 | FY17 | FY18 | |
| Federal | $2,958,340 | $3,106,257 | $3,261,570 | $3,424,649 | $3,595,881 | $3,775,675 |
| State | $1,869,221 | $1,887,913 | $1,906,792 | $1,925,860 | $1,945,118 | $1,964,570 |
| Foundation | $27,675 | $28,782 | $29,933 | $31,131 | $32,376 | $33,671 |
| Total | $4,855,236 | $5,022,952 | $5,198,295 | $5,381,639 | $5,573,375 | $5,773,916 |
©2010Columbus State University
Last Updated: 6/14/13
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