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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.
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.