Clarion University Presidential 500 Day Plan 2010 – 2012 The First 500 Days Dr. Karen Whitney, President 01 February 2012 Status Report Clarion University Presidential 500 Day Plan 2010 – 2012: February 2012 Update Status Report 1. Purpose The purpose of this Report is used to provide The Council of Trustees of Clarion University and other stakeholders with a summary of the progress toward completing the Presidential 500 Day Plan. This Report reflects actions and results achieved by Wednesday February 1, 2012. 2. Status summary An overview of the status of achieving the desired results. Academic Advancement Goals: Increase the number of CU graduates annually. Desired Results Increase the percentage of the regional population who hold a post-secondary degree from CU. Consider establishing a consortium of institutions of higher learning that will work together and leverage their collective resources to increase the degree attainment of the region. Increase the percentage of the population who hold a postsecondary degree through partnerships and collaborations with other post-secondary institutions of higher learning in the region. Actual Results/Comments Under Provost’s leadership began efforts to increase fall 2012 enrollment by 400 students, from 7,000 to 7,400. January 2012 the Board of Governors approved a new degree program: BS in Allied Health Leadership Preparing to submit a proposal to PASSHE to pilot a few priority efforts that were articulated in the DOL grant. Preparing to submit 2nd request for DOL grant in 2012. In December 2011, the Legislative Budget and Finance Committee released a report on the need for public community college programs in rural communities as called for by SR 147. The report, which commends Venango Campus for its efforts and encourages our work in this area, is available at (http://lbfc.legis.state.pa.us). 2 Clarion University Presidential 500 Day Plan 2010 – 2012: February 2012 Update Campus Climate Goals: Work to the greatest extent possible to cultivate a culture of civility through policies, events, programs, and awards. Encourage discussion and dialogue through specific listening activities. Desired Results Faculty, staff and students will report that the university is a civil place in which to learn, work, and live. Actual Results/Comments Students, faculty and staff will report that they are invited to participate in discussions and dialogue regarding advancing the university. Will conduct two forums on University Financial Planning later in February. In conjunction with the Chair of the Middle States Accreditation Steering Committee will meet with campus governance groups to review recent self-study report and the upcoming site visit in March. Strategic Planning efforts continue to encourage discussion and dialogue. Civic Engagement Goals: Advance the university’s commitment to enhance the quality of life for the regional community through curricular, cocurricular, research and institutional efforts. Desired Results More students and more faculty report that civically engaging activities (applied research, international learning, service learning, experiential learning, and volunteer/community service) were incorporated into their coursework. Partnerships have been strengthened and/or established that contribute to achieving the university’s vision, mission, and goals. Actual Results/Comments Represent the university to other organizations and institutions in order to advance mutual interests. As a result of the campus talks commissioned a committee to recommend specific actions. Expect a report by May 1, 2012. Will work with new Provost to advance through strategic direction setting this year and Academic Planning next year. Proposed Vision for Clarion is to be a “leader in high impact educational practices” that would include civic engagement activities. RFP for Borough-University Master Plan has been issued. Meeting monthly with the Borough leadership regarding public safety. Met with Clarion County Commissioners to explore mutual interests. Will be meeting with the Borough Council to explore mutual interests. 3 Clarion University Presidential 500 Day Plan 2010 – 2012: February 2012 Update Financial Stewardship Goals: Establish a financial system called Responsibility Centered Management (RCM) in order to ensure mission driven, evidenced based fiscal decisions. Desired Results A financial planning model will be created and in use throughout the university by the Provost, Vice Presidents, Deans, Department Chairs and Directors. Establish a university culture of philanthropy The successful launch of a multi-year university comprehensive fund-raising campaign. Institutional Leadership Goals: Create an organizational culture that encourages university leadership to pursue their highest and best work in order to achieve desired results. Desired Results CU will have a leadership team of Vice Presidents, Associate/Assistant Vice Presidents/Provosts and Deans who work effectively together and will have earned the confidence of the majority of the faculty and the staff. Data driven decision-making; the use of institutional plans to continuously improve the institution is common practice throughout the university. Establish a university culture of institutional planning, assessment and improvement. Actual Results/Comments Done: Launched RCM 7/1/11. Conducting monthly financial planning meetings with the 12 Responsibility Center Managers. RCM Manual available on line at www.clarion.edu/planning. Later in February will be launching a first version of a “scorecard” that will provide insights regarding our efforts according to priority measures. A capital campaign plan guiding us through 2020 will be presented later in 2012. Focus this year on alumni and donor outreach. Actual Results/Comments Have developed an instrument to measure “earned confidence” to be administered February 2012 to all employees. Established a schedule of planning events throughout the year. The schedule is posted on line at www.clarion.edu/planning. Established the Institutional & Student Learning Assessment Committee (ISLAC) to coordinate and provide advice regarding assessment efforts. 4 Clarion University Presidential 500 Day Plan 2010 – 2012: February 2012 Update Summary of significant actions taken during the period Continue to adapt RCM into our budgeting and financial practices. Will launch a “scorecard” for every unit in order to determine program viability and to provide an evidenced based approach to planning and budgeting. Selected The ETS Profile as the assessment instrument to measure “added value” at Clarion University. Continue to work with the Clarion Borough to collaborate on a Borough-University Master Plan and meeting regularly regarding mutual public safety interests. Working with the new Provost regarding student retention, recruitment, and graduation. PASSHE asked that we submit a proposal to utilize $450,000 to advance student recruitment and services. Developed a plan to respond to the proposed Governors 5% budget freeze. Submitted the University’s Self-Study Report for our upcoming Middle States decennial Accreditation site visit in March. 5 Clarion University Presidential 500 Day Plan 2010 – 2012: February 2012 Update 3. Major Work In Progress Between Now And The Next Trustee Meeting Dimension Actions Anticipated Results Academic Advancement Mid-term efforts: Increase Fall 2012 enrolment by 400 by setting specific enrolment (recruitment & retention) targets by degree program and selectively adding academic programs in high demand areas. Longer-term efforts: Establish timetable for an Academic Plan. A timetable to complete the Academic Plan by May 1, 2013. Commission a committee to specifically review and submit recommendations regarding civility. Expect a report by May 2012. Established a committee to prepare a strategic diversity plan. The Strategic Diversity Plan will be completed by May 2012. Civic Engagement More formal discussions occurring with Borough regarding master plan. A master planning firm will be selected and draft of a timetable for action will be developed. Financial Stewardship Continue to refine and improve RCM and financial planning model. Improved ability to manage resources to move from balancing the budget to investing to thriving. Campus Climate Survey RC Managers and university governance to determine further changes to existing policies, practices and training in order to best utilize RCM to advance the university’s mission. Institutional Leadership A timetable for the 4 major strategic plans has bee completed. May 1, 2012 completion of the University Strategic Directions Plan. May 1, 2013 completion of the other 3 plans. Timetable available at www.clarion.edu/planning. 6 Clarion University Presidential 500 Day Plan 2010 – 2012: February 2012 Update 4. Key challenges and issues Dimension Description Academic Time required developing and seeking approval for new academic Advancement programs has historically been a barrier. Understaffing at the University results in extended time to complete responsibilities. 5. Campus Climate Moving quality improvement efforts forward during a time of financial uncertainty and distress is challenging to the campus climate. Expect increased distress and conflict. Civic Engagement With the general fiscal distress experienced by government, private and public sector partnerships may be challenged in our ability to partner with the university. Financial Stewardship With an 18% reduction in state funding, coupled with an almost 5% decline in enrollment, balancing the 2011-2012 budget is challenging and will result in significant shifts and adjustments in what we do and how we do it. This year we will do less with less by modifying and eliminating select programs and services. Institutional Leadership Working in ways to earn the confidence and trust of the university community in times of distress. Secondary Results (Other results occurring as an outcome of primary efforts.) Primary Result Secondary Result Academic Advancement: Increased Continue transforming policies, procedures, practices, programs and services in order to increase student Degree Attainment recruitment, retention leading to increased graduation rates. Anticipate increased innovation and collaboration in order to advance academic achievement. Financial Stewardship The financial distress created by the extraordinary reduction in state funding has resulted in a university environment that has brought the university leadership together in an intensive and compelling manner. There is a deep understanding of the need for institutional change and improvement. 7 Clarion University Presidential 500 Day Plan 2010 – 2012: February 2012 Update 6. Document Distribution Name Organization Role Members of the Clarion University Council of Trustees Council of Trustees University Oversight Chancellor Cavanaugh PASSHE System Leadership President’s Executive Council, Deans, Department Chairs Clarion University University Leadership University Governance Faculty Senate, Faculty Union, Staff Unions, Student Government, Alumni Association Engagement and Communication 8