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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
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