Summary President’s Listening Report – Fall 2010
Introduction
After 90 days of listening to students, faculty, staff, alumni and friends of the university, I have
compiled the following report as an attempt to chronicle what I heard. My listening included
an online survey completed by over 150 respondents, three open forums, many group and
departmental meetings, both on and off campus, in addition to personal conversations with
over 2,000 individuals. The result is nearly 70 pages of comments organized into 8 categories:
1) Academic Advancement and Degree Attainment; 2) The CU Student Experience; 3) Financial
Capacity; 4) Faculty and Staff Success; 5) A Culture of Planning, Assessment, and Continuous
Improvement; 6) Communication Listening and Dialogue; 7) A Solid and Visible Leadership; and
8) Civic Engagement.
Within each category the feedback was further divided as to: What Clarion University currently
does best; What Clarion University could do better; How should the president spend her time;
What is the one thing the new president should do this year; and What will I (the respondent to
the online survey) do to advance Clarion. Regarding the information from the on-line survey,
the text is presented exactly as received except any specific names of individuals or
departments except mine were removed. I will review confidentially specific details with the
individuals named. All information regarding any individual respondents was also removed.
These efforts have been taken to ensure a level of civility and confidentiality while making clear
the intentions of respondents.
This report has formed the basis of my individual plan of my action for the next 500 days of the
presidency from October 2010 – May 2012. The individual plan is presented in a second report.
I thank everyone who took time to comment to me personally, in groups, and on line. My hope
is that in many ways you will find your best thoughts regarding Clarion University in this report
and the subsequent plan. While I have been clear that I can not guarantee everyone’s
satisfaction with this university presidency, I can guarantee everyone’s involvement. Please
consider this report evidence of this commitment to inclusion as we all work together to ensure
Clarion University’s future success.
Fly Eagles Fly!
Karen Whitney
November 18, 2010

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Summary President’s Listening Report – Fall 2010
Academic Advancement and Degree Attainment
Summary:
There were many expressions of pride in Clarion’s long history of academic excellence and hard
work. The points of pride included not only what is taught but also pride in how we teach and
whom we teach in terms of increased numbers of students who are first generation students,
students from small communities, and students who may not be fully academically prepared.
There was also a large set of comments regarding what challenges Clarion academically as an
institution. Class size, course availability, course scheduling sequencing, financial aid, and
advising were most often cited as areas for improvement.
There were many comments advising the president on ways to contribute. Perhaps the
response that best summarizes the comments of many and one that will resonate with us as we
move the university forward is a comment advising the President as follows:
“I hope that she will treat faculty as the experts that they are, and send the message that academics are
valued at Clarion. While financial stability is important, it is merely a means to an end, not the ultimate
mission of the university.”

The CU Student Experience
Summary:
There were many expressions of pride in the student experience at Clarion including overall
strong feelings of community and belonging. The points of pride included not only feelings of
involvement but also comments about the importance of student-centered services such as
admissions, advising, financial aid and housing to the overall experience. The central
relationship most often mentioned was the relationship between students and faculty around
the common ground of teaching and learning.
There was also a large set of comments regarding what many believe challenges Clarion’s
student experience, including the need to restore and expand student services, programs and
facilities. There were many comments expressing frustration with enrollment related services
such as financial aid and course availability. The physical environment was also frequently
mentioned as needing improvement such as landscaping, sidewalks, and learning spaces.
There were many comments advising the president on ways to contribute. Perhaps the
response that best summarizes the comments of many and one that will resonate with us as we
move the university forward is a comment advising the President as follows:
“Become a student-centered institution--an institution where decisions are based on how they will impact
student learning and the student experience, as opposed to placing the primary focus on how decisions will
impact faculty/staff.”

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Summary President’s Listening Report – Fall 2010
Financial Capacity
Summary:
The greatest expression of pride for the university’s financial efforts was for the University’s
history of offering a college education at an affordable price to students. While taking pride in
our historic affordability there is an obvious anxiety about the university’s ability to continue
this commitment.
Comments on how to improve our financial capacity varied from suggestions on greater fiscal
oversight of our expenditures to descriptions of the long-term adverse effects of annual
reductions of the budget upon filling faculty positions.
There were many comments advising the president on ways to strengthen our university
financially. There were also comments that many are hoping the president will take a
leadership role to increase the financial capacity of the university to carry out its mission.
Perhaps the response that best summarizes the comments of many and one that will resonate
with us as we move the university forward is a comment advising the President as follows:
“Have a sound comprehensive financial plan for the university's future particularly given the serious issues
facing it.”

Faculty and Staff Success
Summary:
There were many comments of pride regarding the faculty and staff of Clarion University. Most
notable were comments around the care that faculty and staff have for students personally and
a commitment to preparing students academically. Faculty were described as committed to
mentoring students and developing quality learning experiences. There were also many
comments that indicate a great sense of community and civility among faculty and staff with
each other.
Many comments recommended that to support the success of faculty and staff more faculty
and staff should be hired to teach and provide services/programs. These comments also
expressed a frustration over the decline in funding over several years that has resulted in the
incremental devolution of faculty and staff positions from full-time positions to temporary
positions as well as not filling positions when they become vacated. This devolution has
resulted in increased work loads and a general concern about the future quality of the
institution.
There were comments that many are hoping the president will take a leadership role to reverse
the trend of hiring part-time faculty. Comments were vague as to how we might increase the
financial capacity of the university or how to determine the basis for funding full-time faculty
positions. Perhaps the response that best summarizes the comments of many and one that will
resonate with us as we move the university forward is a comment advising the President as
follows:
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Summary President’s Listening Report – Fall 2010
“Maintaining the strong working relationship between the administration and the rank & file by learning
the culture, asking questions before making decisions and sharing the rationale for the decisions.”

A Culture of Planning, Assessment and Continuous Improvement
Summary:
There were no points of pride indicated regarding Clarion’s work in the area of planning,
assessment and institutional improvement. There where many comments regarding
suggestions for areas deserving improvement. Comments referenced the need to assess what
we do in order to inform future efforts, to plan well in order to determine the strategic
allocation of limited funds, and to empower faculty and staff to regularly use data to inform
decisions. Given the timing of our work with our Middle States Accreditation, there were many
comments regarding the importance of meeting accreditation planning and assessment
standards.
There were many comments calling for a change in the university’s approach to planning and
assessing. There were calls to improve a variety of administrative processes, which are viewed
as not fully serving students, faculty and staff. Perhaps the response that best summarizes the
comments of many and one that will resonate with us as we move the university forward is a
comment advising the President as follows:
“There are some issues with processes of administration and communication. Some of these may be
procedural - clarifying processes and empowering people to make decisions.”

Communication, Listening and Dialogue
The Summary:
There were few comments of pride regarding communication. However, there were
many comments indicating the importance of communication, listening, and dialogue within
the university with calls for the new president to establish routine events to ensure
communication across the university organization. There were many comments expressing
feelings of not being heard and the importance of people in power and authority listening to
others in order to advance the university. Finally there were expressions of not feeling
reasonably well informed about the university and a lack of transparency adversely affecting
employees’ ability to do good work.
There were many comments that suggested that the university should communicate more
often and with more effort to a variety of external audiences in order to attract more students,
increase popular support, and advance the university.
Perhaps the response that best summarizes the comments of many and one that will resonate
with us as we move the university forward is a comment advising the President as follows:
“Creating an environment with faculty, staff, administrators and students that allows for candid feedback
on how to move forward without dwelling on how we've always done things.”

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Summary President’s Listening Report – Fall 2010
A Solid and Visible Leadership
Summary
Interestingly, there were few comments directly attributable to what we do best in regard to
leadership. In other sections pride in leadership was expressed in combination with another
theme. There were many comments regarding individuals in leadership positions and either
how decisions were made or how they demonstrated poor leadership. There were calls for the
president to hold the leadership of the campus more clearly accountable for achieving specific
outcomes.
There were a multitude of comments asking that the leadership of the campus and the
president in particular to establish an ongoing routine of being visible throughout the campus
and the community. There were also many comments for the president to work with the
leadership of the campus, the Provost, Vice Presidents, Associate/Assistant Vice Presidents, and
Deans to lead in a manner that builds trust and commitment, appreciates differences of
opinion, ensures accountability, and results in moving the university forward.
Perhaps the response that best summarizes the comments of many and one that will resonate
with us as we move the university forward is a comment advising the President as follows:
“Championing the things Clarion does well, striving to change the things we don't do well, keeping a
balance of the bottom line and the quality of educational experiences for the students, faculty, and staff.”

Civic Engagement
Summary:
There are many points of pride regarding how the members of Clarion University work with the
community. In particular, respondents recognized that the University contributes positively to
the economic development of the region. There is also a commitment to using our teaching,
learning, research and university assets to benefit the region.
Comments suggested that we could communicate more effectively the good that Clarion
University brings to the community along with the value of the students we graduate, the value
of the people we employ, and the value of the services and programs which the region enjoys
because of Clarion University.
Perhaps the response that best summarizes the comments of many and one that will resonate
with us as we move the university forward is a comment advising the President as follows:
“Incorporating the off campus community into our teaching and our research helps our students really
apply what they learn in the classroom to the real world while at the same time helping the community be
successful.”

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