Clarion University Presidential 500 Day Plan
October 2010 – May 2012
Vision, Mission, Values, and Goals For:
Karen M. Whitney, Ph.D.

“Good luck is the result of good planning.”

(Wisdom Found In A Fortune Cookie, Nov 5, 2010)

Presidential Vision
The vision for the Clarion University presidency is a clear statement, an inspiring word
picture of where the CU Presidency would like to be in 2-3 years.

Engaging Leadership.
Presidential Mission
The President’s Mission lists the President’s primary purpose in advancing the University’s
Vision and Mission.

As President, advance the Clarion University vision and mission through
leadership, management and stewardship.
Presidential Values
To advance the university, as President I believe in...

Accountability
Civility
Collaboration
Entrepreneurialism
Innovation
Inclusion
Openness
Results
Transparency
Trust

Presidential Goals
From the comments received during “The 90 Days of Listening,” five major
areas or dimensions emerged as priorities for the President over the next
500 days. For each of the five dimensions specific goals, actions, and desired
results are outlined below. Over time, the desired results will be monitored
against actual results, which will be reported periodically during the 500
days. At the conclusion of the 500 days a report will be completed
presenting actual results, which will lead to another round of listening and
the next 500 day plan.

1

Five Dimensions of Presidential Priorities
Dimensions are broad priorities which are expected to require 2 – 5 years to achieve.

A.

Academic Advancement – Champion increasing the degree
attainment of the regional community through faculty driven
programs, services and facilities that are of interest to students and
employers.

B.

Campus Climate – Cultivate a campus culture of civility, listening,
entrepreneurialism, achievement, and relationships.

C.

Civic Engagement – Become a civically engaged public university.

D.

Financial Stewardship – Lead the university community to organize
itself in a manner that will ensure the future fiscal capacity of the
university.

E.

Institutional Leadership – Ensure that the leadership of the
university holds the confidence of the faculty, staff and students so
that focused goals can be pursued in a clear and purposeful way.

Presidential 500 Day Goals
The Presidential 500 Day Goals reflect a campus-wide planning process.
These goals are intended to be accomplished within the 500 days. The
Presidential Goals provide direction to the President and to those who lead
Clarion University.
A.

Academic Advancement Dimension: Champion increasing the
degree attainment of the regional community through faculty led
academic programs that are of interest to students and employers.
1.

Goal: Increase the number of CU graduates annually.
Actions:
a.

Streamline the process of CU creating, developing, and
launching new academic programs.

b.

Develop an academic organizational structure that will
increase degree attainment.

c.

Work with a new Provost to develop a New Academic
Plan to guide Academic Affairs from 2011 – 2017.
2

Desired Results: Increase the percentage of the regional
population who hold a post-secondary degree from CU.
2.

Goal: 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.
Actions:
a.
b.
c.

Develop a report summarizing all post-secondary
institutions and academic degree offerings in the
region.
Review CU’s existing partnerships with other postsecondary institutions.
Evaluate the opportunities and challenges of leading a
consortium designed to strengthen the regional postsecondary learning delivery system.

Desired Results: Increase the percentage of the population
who hold a post-secondary degree through partnerships and
collaborations with other post-secondary institutions of
higher learning in the region.
B.

Campus Climate Dimension: Cultivate a campus culture of civility,
listening, entrepreneurialism, achievement, and relationships.
1.

Goal: Work to the greatest extent possible to cultivate a
culture of civility through policies, events, programs, and
awards.
Actions:
a.
b.
c.

Ask for a review and a report summarizing university
policies, events, programs, and awards that promote
civility.
Seek recommendations from the university community
regarding how best to advance civility.
Recognize and reward best practices regarding civility.

Desired Results: Faculty, staff and students will report that
the university is a civil place in which to learn, work, and
live.

3

2.

Goal: Encourage discussion and dialogue through specific
listening activities.
Actions:
a.
b.

c.

Every 12 months visit each department at least once to
get to know the faculty and staff and their work.
Maintain a clear channel of communications among
faculty, staff, students, alumni and friends by hosting
open forums, on-line surveys, and presenting an
annual state of the university address.
Frequently talk with the student, faculty, and staff
governance leadership.

Desired Results: Students, faculty and staff will report that
they are invited to participate in discussions and dialogue
regarding advancing the university.
C.

Civic Engagement Dimension: Become a civically engaged public
university.
1.

Goal: Advance the university’s commitment to enhance the
quality of life for the regional community through curricular, cocurricular, research and institutional efforts.
Actions:
a.
b.
c.
d.

Obtain an inventory of current civically engaging
activities.
Present the case for becoming a civically engaged
public university.
Convene the faculty and staff to engage in dialogue
regarding future efforts.
Express the university’s future approach to civic
engagement through strategic and academic planning.

Desired Results: More students and more faculty report
that civically engaging activities (applied research, service
learning, experiential learning, and volunteer/community
service) were incorporated into their coursework.
2.

Goal: Represent the university to other organizations and
institutions in order to advance mutual interests.
Organizations include:
4

Nationally: AASCU, NCAA
Statewide: State Government;
PASSHE: The System; PASSHE Universities
Regionally: Counties (Clarion, Venango); Townships (Clarion,
Monroe)
Locally: Clarion Borough, Clarion Chamber of Business &
Industry; Clarion County Economic Development
Corporation; Venango Area Chamber of Commerce; Franklin
Chamber of Commerce
Actions:
a.
b.
c.

Meet regularly with the leaders of each of the target
organizations/institutions.
Become aware of any collaborations, partnerships and
mutual interests with each of the target
organizations/institutions.
As the university develops its next set of institutional
plans consider future opportunities to further any
mutual interests.

Desired Results: Partnerships have been strengthened
and/or established that contribute to achieving the
university’s vision, mission, and goals.
D.

Financial Stewardship Dimension: Lead the university community
to organize itself to ensure the future fiscal capacity of the university.
1.

Goal: Establish a financial system called responsibility
centered management (RCM) in order to ensure mission
driven, evidenced based fiscal decisions.
Actions:
a.
b.
c.

Develop a financial planning model that will help inform
expenditure and revenue decisions.
Consider changes in the university organizational
structure in order to establish RCM.
Provide support to the faculty and staff through
planning, assessment, and institutional improvement.

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.
5

2.

Goal: Establish a university culture of philanthropy.
Actions:
a.
b.
c.

In collaboration with the CU Foundation develop a
multi-year university comprehensive fund-raising
campaign.
Prepare the campus leadership for the campaign.
Recognize and celebrate philanthropic giving at CU.

Desired Results: The successful launch of a multi-year
university comprehensive fund-raising campaign.
E.

Institutional Leadership Dimension: Ensure that the leadership
(Provost, Vice President, Associate/Assistant Vice
President/Provost, and Deans) of the university holds the
confidence of the faculty, staff and students to the extent that
focused goals can be pursued in a clear and purposeful way.
1.

Goal: Create an organizational culture that encourages
university leadership to pursue their highest and best work in
order to achieve desired results.
Actions:
a.
b.
c.

Recruit and retain a highly productive team of Vice
Presidents/Provost, Associate/Assistant Vice
Presidents/Provosts and Deans.
Create an organizational structure that clearly and
directly aligns portfolios of responsibility with the
requisite authority.
Update leadership position descriptions and
performance review systems to ensure clarity of
responsibility and accountability.

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.
2.

Goal: Establish a university culture of institutional planning,
assessment and improvement.

6

Actions:
a.
b.
c.
d.

Create a dedicated office with a staff of specifically
qualified professionals.
Implement the Planning Assessment and Improvement
Plan.
Using institutional information, align class sizes, course
terms, course scheduling and advising to increase
enrollment, retention and graduation.
Establish and begin to act upon a priority list of process
improvements over the next 24 months.

Desired Results: Data driven decision-making and the use
of institutional plans to continuously improve the institution
are common practices throughout the university.

7