PowerPoint of President Marrero’s comments at the 2022 Retiree's Luncheon.

3. SOLVE & EVOLVE
Where Were/Are We?
Through challenge, we grew, adapted, and improved!
✓ Strategically navigated State budget reductions, enrollment formula reductions totaling
$34.1M, 302 positions eliminated, $10.3M in operations cut, and another $15M in internal
redirection to fund priorities – people (faculty, staff, students), programs, and research
✓ Traversed uncertainty of what the future holds…COVID 19…contact
tracing…testing…vaccines…
✓ We committed to our Inclusive Excellence goals to continuously improve our environment
✓ We were innovative, flexible, nimble, and willing to lead change
✓ Aligned our mission, values, vision and relevance in these challenging times… People.
Purpose. Action: Growing ourselves to grow others!
How were/are we being challenged?

4. SOLVED, EVOLVED, and ADAPTED
Our Successes
 We innovated - modifying curriculum delivery in a safe environment, adapting course scheduling,
providing student support and engagement
 We managed a COVID-19 environment and became part of the solution – keeping cases low and
supporting our people (CARES Team), vaccine deployment
 We grew – Fall 2020 & Fall 2021, record freshman classes & 4% overall headcount growth
 We improved - record post-consolidation retention rate, record 4-year and 6-year graduation rates
 We impacted - record annual faculty research awards $37.2M, record annual fundraising $22M
launching our 1st ever comprehensive capital campaign ($51M+ and counting…)
 We completed/furthered facility projects – Engineering, Armstrong Rec Center, Williams Center,
Memorial College, JA Discovery Center, Jack and Ruth Ann Hill Convocation Center, Indoor Practice
Facility
 We grew ourselves – launched and repeated our Employee Engagement Survey and Action Plan
development, furthered implemented our Inclusive Excellence Action Plan and Climate Survey, 1st
Cabinet in U.S. to receive CDE certification

5. SOLVE & EVOLVE
Same challenges. . . How do we continuously improve?
HIGHER ED
CLIMATE
DISRUPTION/
CONSOLIDATION
RELEVANCE
VALUE OF
HIGHER ED
RETURN ON
INVESTMENT
ACCOUNTABILITY
COVID-19
BUDGET
SOCIAL UNREST

6. WHY INVEST IN OUR PEOPLE?
• We believe that an engaged faculty and staff is critical to
creating an environment in which students can succeed,
inside the classroom and in life.
• To create engagement, we need to ensure that all
contributors understand their value and contribution to
the whole.

7. PERFORMANCE EXCELLENCE
…Is a cultural-transformative movement that promotes an environment in
which all individuals know and own their roles and responsibilities in
achieving the aspirational vision of Georgia Southern University.
People – Purpose – Action
Growing ourselves to grow others!
The goal is to build an environment where people will know what to do, why
they are doing it, and what we intend to accomplish. At the same time,
these people will be engaged and part of solution-making.

8. GEORGIA SOUTHERN STRATEGIC PLAN

9. PERFORMANCE EXCELLENCE
FY21 Leadership Scorecard Results – Overall 3.78 (3 = goal, 1-5 scale)
0.00
4.1
4.05
4
3.8
3.7
3.6 3.6
3.35
3.18
4
President University Advancement Athletics Legal Affairs Information Technology Communication & Marketing Business & Finance Enrollment Management Student Affairs Academic Affairs Inclusive Excellence
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
____________________________________________________________________________________________

10. PERFORMANCE EXCELLENCE
FY21 Leadership 90-Day Tasks – 394 of 574 Completed!
75% 45% 52% 68% 73%
61% 80% 69% 72% 76% 65%
PRESIDENT UNIV. ADVANCEMENT ATHLETICS LEGAL AFFAIRS INFO. TECHNOLOGY
COMM. & MKTG BUSINESS & FINANCE ENROLLMENT MGMT STUDENT AFFAIRS ACADEMIC AFFAIRS INCLUSIVE EXCELENCE

11. SUSTAINING TRANSFORMATIONAL CHANGE
SENSE OF
URGENCY
COMMITTED
SENIOR LEADERSHIP
STRATEGIC
PLAN
VISION &
MISSION
COMMITMENT TO
TRANSPARENCY IN
ALL PROCESSES
COMMITMENT
TO ACTIVE
COMMUNICATION
COMMITMENT TO
CELEBRATE &
FUND SUCCESS
ACCOUNTABILITY
& CONSEQUENCES
Essential Ingredients

12. COMMITMENT TO IMPROVEMENT
Over the next five years,
if we perform exactly as we have
in the past five years, will we get...
STAY ABOUT
THE SAME
MUCH
BETTER
MUCH
WORSE
WORSE
BETTER

13. VISION 2026
RETENTION
RATE
GRADUATION
RATES
ENROLLMENT
DEGREES
CONFERRED
Our student body
includes 29,200 students
(24,900 undergraduates;
4,300 graduates).
Our 4-year graduation
rate is 35%; 6-year rate
is 60% (AND we have
no performance gap
with underrepresented
students).
We have a retention
rate of 83% (AND we
have no performance
gap with
underrepresented
students).
We confer 6,300
degrees annually
(4,800 undergraduate;
1,500 graduate).
We are nationally
known and
acknowledged.
BRAND/MARKET
EXPANSION
27,091
34% & 54.7% 72.1% 5,700+
Projected Increased Web/
Market Traffic

14. VISION 2026
INCLUSIVE
EXCELLENCE
ALUMNI
ENGAGEMENT
FUNDRAISING CULTURE
We average $17-20M
per year in gifts and
pledges, reaching
$125M in our first-
ever comprehensive
capital campaign.
SALARY
EQUITY
We have a 5-7%
average annual
giving participation
rate.
We have increased
the rates of
underrepresented
groups in
leadership, faculty,
staff, and students;
we have received
the National Insight
HEED Award.
We are one aligned
institution with
distinctive
campuses.
Our stated goals
have been achieved
(Faculty and Staff).
NATIONAL
RANKINGS
We are ranked in the
US World & News
Report top 125
Public Institutions.
$20M+
Projected
3%
Students
Faculty/Staff
Leadership EE Survey
Results 3.8 $5K COLA
#156-#209
Top Public

15. VISION 2026
COLLABORATION
ANNUAL RESEACH
EXPENDITURES
REGIONAL ACADEMIC
PROGRAM EXPANSION
COMMUNITY
IMPACT
Our public impact
research agenda
includes Logistics
Tech/Supply Chain,
Health & wellness,
Coastal Sustainability,
and Advance Materials/
Manufacturing.
We invest $50M (NSF
HERDS) annually in
research.
Our education
collaborative has
expanded to the 5-
country region:
Employed, Enrolled,
Enlisted.
We have achieved Carnegie
Classification Community/APLU
Innovation and Economic
Prosperity Designation;
Leadership Institute; Vibrant
Communities; Discovery Center
(15,000 middle school
students).
5 New Programs
3 New Institutes $37.2M 2 Counties
Leadership Institute/
Discovery Center

16. VISION 2026
ECONOMIC
IMPACT
ENGAGEMENT,
COMMUNICATION &
RECOGNITION
ATHLETICS NEW/RENOVATED
FACILITIES
We win National
Championship and have
an average GPA of 3.2.
We have an APR above
985, are in the Learfield
Cup top 100, IPF
complete, and
repurposed Hanner.
WEXFORD
CAMPUS
Our active engagement
exceeds 80% in EE and
Climate surveys;
communication
cascades through our
org structures; we have
consistent award
recognition.
We have an annual
regional economic
impact of $1.1B.
We have invested
$130M in
new/renovated
facilities.
We have housing and
full semester
immersion programs
on our Wexford
Campus.
#151 Learfield
IPF Groundbreaking
65.1%
Awards of Excellence
$960M
7 Major
Projects Housing

17. VISION 2026
PEOPLE
We invest in our people
and develop future
leaders.
EFFICIENCY
We use automated processes
where appropriate and use AI
and predictive analytics to drive
customer service. We integrate
technology with business
solutions.
STUDENT
ENGAGEMENT
Eagle Engage/Co-curricular
transcripts, predictive model of
student engagement/success,
model JED Campus student health
and wellbeing, and our club sports
and e-sports are fully engaged.
Eagle Experience
JED Campus
Co-curricular Transcripts
Robotic/AI Pilot
LDIs/AdaptQ
Fac/Staff Development Days

18. OUR BOTTOM LINE
IN TERMS OF
ACCOUNTABILITY IS
STUDENT SUCCESS.
WHAT MUST WE FOCUS ON?
Core Mission

19. CAMPAIGN – CASE FOR SUPPORT
• STUDENT SUCCESS – Scholarship Support, Recruit/Retain the Best, High Impact Experiences
(Internships/Research/Study Abroad), Career Ready Leaders
• TEACHING & RESEARCH – Public Impact Research Agenda (Logistics/Supply Chain Innovation,
Coastal Resilience/Sustainability, Holistic Fitness/Wellness, Advanced
Manufacturing/Materials, Empowering Communities)…on our way to R1!
• COMMUNITY IMPACT & ENGAGEMENT – Business Innovation/Accelerators, Economic
Development, Education Collaboratives, Leadership Institute, Wildlife Center and Outreach
• FACILITY ENHANCEMENT – Preservation of Historic Buildings, Support of New Transformational
Facilities
• ATHLETIC LEGACY – Ensuring the Future of Eagle Athletics (Scholarships, Student-Athlete
Leadership/Mentoring, Facilities, and Retention/Recruitment of Coaches and Support Staff)

20. CAMPAIGN SUMMARY
• STUDENT SUCCESS $30 Million
• TEACHING & RESEARCH $40 Million
• COMMUNITY IMPACT & ENGAGEMENT $11 Million
• FACILITY ENHANCEMENT $20 Million
• ATHLETIC LEGACY $24 Million
CAMPAIGN TOTAL $125 Million

21. Our Mission, Vision & Values Will Guide Us
• Belief in the transformational power of education
• The success of our students is our primary goal
• Economic and talent development is our impact
• Success of the campaign will empower our Strategic Plan and help ensure
our Vision 2026
• LEGACY!!!

22. ALL FACETS OF THE PLAN
WORK TOGETHER

23. Thank you!