Clarion University Presidential 500 Day Plan V.3 November 2014 – May 2016 November 11, 2014 Priority#1: Student Enrollment: Lead in ways that increases student enrollment and graduation. Status Actions Actual Results Not Begun In Progress Done (Desired Results: Meet and/or exceed annual university enrollment performance targets.) Achieved Desired Results a. Develop strategic partnerships with other educational, governmental, and private sector organizations. b. Work closely with the development of the new northern tier community college. c. Ensure that new academic program/credential proposals receive approval and meet expected outcomes. d. Install new enrollment management leadership. e. work with the enrollment management leadership and with university governance groups to develop and implement a model that would team up faculty with admissions professionals in order to meet desired student enrollment targets. f. work with our alumni program staff and with the Alumni Association to become more involved in the lives of our prospective and current students with an emphasis on recruitment, career development and job placement/networking. Priority #2: Financial: Increase funding to the university. Status Actions Not Begun In Progress X Done Actual Results Achieved Desired Results a. Goal/Actions: Continue to develop the university's financial decision-making system called Responsibility Centered Management (RCM) in order to ensure mission driven, evidenced-based fiscal decisions. a.1. Increase revenues to the university. a.2. Clearly communicate changes made to our RCM Guidelines. a.3. Communicate updates on the status of the Work Force Plan. b. Goal/Actions: Establish a university culture of philanthropy. b.1. In collaboration with the CU Foundation develop a multi-year university comprehensive fund-raising campaign. (Desired Results: The Clarion financial planning model is reported to be used throughout the university by the Provost, Vice Presidents, Deans, Department Chairs and Directors.) (Desired Results: Meet and/or exceed our annual university private support performance targets.) b.2. Prepare the campus leadership for the campaign through professional fundraising/philanthropic development experiences designed to increase skills. X RC Managers provided with information and samples to assist them in developing a case for support of priorities within their units. College/unit priorities will be reviewed in the development of the capital campaign case statement. c. Goal/Actions: Continue to annually evaluate and periodically enact improvements to RCM that will enable evidenced based financial decision-making. Priority #3: Community Engagement: Continue to establish Clarion as a publically engaged university. Status Goals & Actions Actual Results Not Begun In Progress Done Achieved Desired Results a. Goal/Actions: Expand Clarion University’s engagement with the "Clarion Region." (Desired Results: Target organizations will report that the university is a valued civic partner through a survey of target organization leaders.) a.1. Serve as an economic development leader in the "Clarion Region. Working with the Borough leadership regarding Blueprint Community Initiatives a.2. Collaborate in mutually beneficial ways with the community with an emphasis on commercial/retail revitalization. a. 3. Align university produced knowledge and resources with the "Clarion Region" community partners' needs. b. Goal/Actions: Work with "Northern Tier" Pennsylvania institutions of higher learning to leverage their collective resources to increase the degree attainment of the region. X b.1. Provide leadership to the new Northern Tier Community College. b.2. Continue to work with the System and the PA Assembly to explore efforts to increase college degree attainment in the region. c. Goal/Actions: Represent the university to other organizations and institutions in order to advance mutual interests. Organizations include: Nationally: AASCU, NCAA, AGB Statewide: State Government; PASSHE System; PASSHE Universities Regionally: Counties Contiguous to Clarion and Venango Counties Locally: Clarion Borough, Clarion Chamber of Business & Industry; Clarion County Economic Development Corporation; Venango Area Chamber of Commerce; Franklin Chamber of Commerce, Butler County Community College; Townships (Clarion, Monroe) c.1. Meet regularly with the leaders of each of the target organizations/institutions. (Desired Results: Increase the percentage of the population who hold a post-secondary credential through partnerships and collaborations with other post-secondary institutions of higher learning in the "Northern Tier.”) (Desired Results: 1) Increase the percentage of the regional population who hold Clarion credentials; 2) All academic programs will have identified student learning outcomes of measurable quality and; 3) All academic programs will identify how they are relevant to meeting the current and emerging economic development and workforce needs of the region.). Since last COT meeting have met with representatives from: Nationally: AASCU Statewide: State Government; PASSHE System; PASSHE Universities, PACT Locally: Clarion Borough; Clarion County Economic Development Corporation; Clarion Chamber, Clarion Rotary, Clarion County Commissioners. c.2. Collaborate and partner with target organizations/institutions to advance mutual interests. c.3. As the university develops its next set of institutional plans consider future opportunities to further any mutual interests. X Planning the 2nd Road Scholars Tour. Topic: Health Professions. Priority #4: Equity & Diversity: Create equitable, diverse environments. Status Actions Actual Results Not Begun In Progress Done (Desired Results: Meet and/or exceed annual university diversity performance targets.) Achieved Desired Results a. Ensure that the diversity strategic plan is infused into divisional strategic plans. b. Invest in the university strategic diversity plan. c. Meet regularly with the Presidential Commissions to monitor the progress of the diversity plan. d. Recognize successful accomplishments of the plan by establishing Presidential Awards. X X X X Present First Award 11/10/14 Priority #5: Leadership: Ensure that the leadership (Provost, Vice President, Associate/Assistant Vice President/Provost, and Deans) provides clarity, direction, recognition and rewards in ways that earn the confidence of university faculty, staff, students, alumni and friends. Status Actions Actual Results Not Begun In Progress X X X X X X Done Achieved Desired Results a. Goal/Actions: Support 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/Provost, Associate/Assistant Vice Presidents/Provosts and Deans who achieve desired results and have earned the confidence of the majority of the faculty and the staff.) a.1. Recruit and retain a highly productive team of Vice Presidents/Provost, Assoc/Assist Vice Presidents/Provosts and Deans. a.2. Support an organizational structure that clearly and directly aligns portfolios of responsibility with the requisite authority. a.3. Continue to build and strengthen relationships with faculty. b. Goal/Actions: Communication: Clearly community university priorities and the rationale for increasing and/or decreasing investments in the university Searching to recruit a VP for Student Affairs, VP for Finance & Admin. b.1. Continue to meet regularly with Deans, Directors, Department Chairs, faculty, staff and students. b.2. Periodically issue emails to all employees regarding items of importance. b.3. Conduct open forums at least once a semester. b.4. Conduct online surveys to understand faculty, staff, student perspectives. (Desired Results: Students, faculty and staff will report that they are invited to participate in discussions and dialogue regarding advancing the university.) Typically issue emails every 2 weeks.