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Clarion University Workforce Plan:
Ensuring our mission
of providing transformative, lifelong learning
opportunities through innovative, nationally recognized programs
delivered in inclusive, student-centered environments.
Oct.28, 2013
Clarion University Workforce Plan – Oct. 28, 2013
Page 2 of 27
Workforce Plan Table of Contents
Introduction
Pages 4 – 7
University Budget Projections
Page
University Workforce Projections
Pages 7 – 10
Summary of Workforce Plans
Pages 11 – 12
7
Academic Affairs
Pages 12 – 19
Changes in Student Demand
Page
12
Business
Page
12
Health Professions
Page
13
Science, Mathematics and Technology
Page
13
Teacher Education
Page
14
Liberal Arts, Disciplinary
Departments and General Education
Page
14
Other Actions
Pages 15 – 17
Libraries
Page
18
Enrollment Management
Page
18
Computing Services
Page
18
Office of the Provost
Page
19
Finance and Administration
Pages 19 – 21
Custodial Services
Page
20
Mail and Receiving
Page
20
Motor Pool Services
Page
20
Construction Support Services
Page
21
Maintenance/Trade Skills
Page
21
Purchasing
Page
21
Public Safety
Page
21
Clarion University Workforce Plan – Oct. 28, 2013
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Student Affairs
Pages 21 – 23
Office of Vice President
Page
21
Housing and Residence Life
Page
22
Student Health Services
Page
22
Health and Wellness Services Model
Page
22
Intercollegiate Athletics
Page
22
University Advancement
Pages 23 – 24
PAGES
Page
23
Sports Information
Page
24
Office of the President
Page
24
Appendix
Pages 25 – 27
University Enrollment Projections
Pages 26 – 27
University Strategic Directions and Goals
Page
Clarion University Workforce Plan – Oct. 28, 2013
28
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Clarion University Workforce Plan
Oct. 28, 2013 to July 1, 2015
Introduction
The Clarion University Workforce Plan is designed to address a difficult and systemic financial
deficit facing our institution. It is a bold, ambitious set of actions designed to ensure that we will
achieve the mission, vision and strategic goals of the university.
The plan’s purpose is to correct the university's budget deficit within the next three fiscal years;
however, the steps outlined here are part of a larger process that will unfold as the landscape
evolves facing the universities of PASSHE and institutions of higher education across the
country. Uncertainties regarding the trend in state appropriations, enrollment levels and cost
inflators imposed by collective bargaining agreements are a major factor in determining how the
university’s finances are impacted. To the greatest extent possible, this plan describes actions
that are intended to solve a university budget that is currently unsustainable. This dynamic plan
is expected, over time, to change and adjust as the larger landscape changes around the
university. Going forward, unfavorable trends among these factors may require further
adjustments to this plan to achieve a balanced budget.
The university recognizes that the workforce plan will impact the employment of many
individuals. These difficult decisions do not reflect the quality of the affected individuals’ work.
Rather, they are necessary for alignment of staffing with university program needs.
The actions presented in the plan are intended to result in a Clarion University that is positioned
for the future and able to continue serving students, employers and community partners as a
public university. At the forefront of this plan, in terms of our determination as a public
university, is for our students to graduate and succeed in their professional careers, thanks to the
marketable skills they learn at Clarion.
Clarion University Workforce Plan – Oct. 28, 2013
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Similar to many public institutions of higher learning, Clarion University has experienced a
significant decline in state funding – 15 percent – since 2010. This decline is caused by the
combination of reductions in state funding and decreases in enrollment over several years. At
the same time, the cost of employee compensation has continued to increase, creating a structural
deficit which, if not addressed, is projected to grow to $12 million by July 1, 2015.
The university will address the $12 million budget deficit as follows:
$8.3 million reduction of expenses in specific reductions of the workforce, as outlined in
this report;
$2 million increase in revenue through specific increases in student retention; and
$1.7 million reduction of expenses as a result of increased operational efficiencies and
improvements.
By simultaneously investing in growth and growth-supporting areas; eliminating areas of
declining enrollments and activities that have not yielded desired results; and increasing
enrollment through increased student retention, the university will correct the current budget
problem and be better positioned to meet its mission.
The goal of the workforce plan is to align current and future staffing with university program
needs. At the outset of the process, the assessment of programs and services allowed for the
alignment of the workforce to the needs. In assessing the workforce, a determination is made on
future staffing needs based on: retirements, resignations and reassignments; current staffing
alignment needs relative to university program goals; proposed realignment and/or reassignment
of staffing based on anticipated program needs and timing of any staffing changes.
When focusing on program and service needs, the university assesses possible program
additions, growth and/or changes that will allow us to better meet the needs of students and to
attract a greater number of students. At the same time, an assessment is made of programs and
services that either should be reduced in scope or eliminated based on a lack of need, growth
potential or ability to maintain enrollment or service levels.
Clarion University Workforce Plan – Oct. 28, 2013
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This plan outlines an investment in our growth areas based on increasing student enrollments in
business, science and technology, and health professions, and realigning our traditionally strong
teacher education professional program. This plan recognizes our long-held commitment to
program accreditation, in which Clarion has proudly been a leader, and considers the future
opportunities related to providing degrees and certificates through face-to-face and online
delivery methods. The plan is intentionally broad and shapes the workforce across all areas of the
university to continue the unique culture of learning at Clarion, where we believe in the potential
of every student and strive to help our students achieve their academic and career goals.
Clarion University is investing in several academic areas of growing enrollments, including:
o Health professions such as nursing and speech pathology;
o Science technology as an intentional, multidisciplinary offering to connect
science disciplines with business (entrepreneurship), utilizing current facilities
(Barnes Center);
o Business with a recasting of master’s degrees with a focus on adult learner needs
and hybrid program offerings; and
o A new approach to education and teacher preparation with a greater focus on
science, teaching and career alternatives not requiring teacher certification.
A first effort to supporting growth will be hiring seven tenure-track faculty positions, which will
be advertised this year, to address the university’s strategic initiatives and enrollment demand:
o
o
o
o
o
o
Accountancy
Chemistry
Economics
Library (two positions)
Marketing
Speech pathology and audiology
Two bachelor’s degree programs are recommended for placement in moratorium – meaning the
programs will no longer accept new students, but students already enrolled are ensured to receive
the classes and support they need, through graduation. They are: Bachelor of Science in Music
Education and Bachelor of Science in Language Education-French. Additionally, although the
Clarion University Workforce Plan – Oct. 28, 2013
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first two years of French instruction and the minor in French will continue, the French and
German concentrations in the Bachelor of Arts Degree in World Languages and the minor in
German will be recommended for moratorium.
University Budget Projections
Here is a summary of the projected university budget for fiscal years 2014, 2015, 2016 and 2017:
Fiscal
2014
Fiscal
2015
Fiscal
2016
Fiscal
2017
Revenue
90,315,236
92,767,446
97,276,746
102,171,460
Compensation expense
67,444,399
69,493,516
68,357,645
71,081,571
Other expense
30,390,222
30,453,407
29,453,407
30,203,407
(7,519,385)
(7,179,477)
(534,306)
886,481
Surplus, (deficit)
University Workforce Projections
Regular Status Employees
2005, 2010, 2013 and Projected for 2014 ‐
2015
filled positions only
AFSCME
262
237
APSCUF
261
4037
2005
SCUPA
ALL OTHERS
244
220
75
MGRS
224
201.5
210
72
3746
2010
Clarion University Workforce Plan – Oct. 28, 2013
76
50
32
2013
73
50
30
PROJECTED
Page 8 of 27
Summary of Planned Workforce Changes
The workforce plan includes decisions necessary to reduce the overall workforce size to meet
changing or changed programmatic and support needs of the university and our students. Plans
related to reductions in workforce are outlined in the individual department sections of this
report. As laid out in the following charts, the plan identifies 35.75 currently filled positions
(18.75 retrenchment/furlough; seven reassignment; nine retirement; one reorganization)
designated for elimination. Beyond that, 14 currently vacant positions will be eliminated and
seven new faculty positions will be advertised for a net total reduction of 42.75 positions.
UNIVERSITY TOTAL
By June 30, 2014
TOTAL
Retrenchment/Furlough
Reassignment
2
Reorganization
Retrenchment/Furlough
4
Resignation
Reassignment
1
Retirement
Reorganization
Resignation
Academic Enrichment
Advancement
Applied Technology
Construction Support
English
Geography
Housing & Residence Life
Intercollegiate Athletics
International Programs
Mail & Receiving
Mathematics
Modern Languages
Motor Pool
Music
Pages
Provost's Office
Psychology
Sports Information
Student Development
Venango Humanities
TOTAL
Retirement
Department
By June 30, 2015
1
0.5
1
1
2
1
2
1
0.25
3
1
1
1
4
1
1
1
1
1
1
3
1
2
0
0
Clarion University Workforce Plan – Oct. 28, 2013
1
6
1
15.75
9
0
0
35.75
Page 9 of 27
APSCUF
By June 30, 2014
TOTAL
Retrenchment
1
4
0
0
1
5
7
1
0
0
18
By June 30, 2015
Resignation
Reorganization
Reassignment
Furlough
TOTAL
Retirement
Furlough
Reassignment
Reorganization
Resignation
Retirement
Academic Enrichment
Applied Technology
Housing & Res Life
International Programs
Mathematics
Construction Support
Mail & Receiving
Motor Pool
Intercollegiate Athletics
TOTAL
1
1
1
1
1
3
1
AFSCME
By June 30, 2014
Department
Reassignment
2
Reorganization
Retrenchment
4
1
Resignation
Reassignment
1
Retirement
Reorganization
Resignation
Academic Enrichment
English
Geography
Venango Humanities
Music
Modern Languages
Psychology
TOTAL
Retirement
Department
By June 30, 2015
0
0
0
0
10.75
2
0.5
1
0.25
1
1
3
0
0
Clarion University Workforce Plan – Oct. 28, 2013
0
0
6.75
1
1
4
Page 10 of 27
MANAGEMENT
By June 30, 2014
Resignation
Reorganization
Reassignment
Furlough
TOTAL
Retirement
Furlough
Reassignment
Student Development
Advancement
Pages
Sports Information
TOTAL
Reorganization
Resignation
Retirement
Department
By June 30, 2015
0
0
0
0
5
2
1
1
0
0
0
0
1
4
1
SCUPA
By June 30, 2014
Retirement
Resignation
Reorganization
Reassignment
Furlough
TOTAL
Furlough
Reassignment
Reorganization
Resignation
Housing & Residence Life
Provost's Office
TOTAL
Retirement
Department
By June 30, 2015
0
0
0
0
0
2
1
0
0
0
1
1
1
Summary of Planned Program Developments, Eliminations, Service Modifications and
Program or Service Reviews
The following areas either are under development or have been identified as growth areas
for program development:
Doctorate of Nursing Practice (with Edinboro University);
Bachelor of Science in Criminal Justice Administration;
Bachelor of Science in Nursing;
Bachelor of Science in Nutrition and Fitness;
Administrative support services to provide responsibility center managers, department
chairs and others with desktop access to critical enrollment, program and budget
information;
Clarion University Workforce Plan – Oct. 28, 2013
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An in-house student workforce to provide custodial services in currently contracted areas.
Students will be hired as part-time employees in the AFSCME bargaining unit.
The following university programs have been recommended for placement in moratorium:
Bachelor of Science in Music Education
Bachelor of Science in Language Education - French
French and German concentrations in Bachelor of Arts in World Languages
Minor in German
Minor in music
The following services at the university have been identified for modification:
Academic Enrichment Department (Academic Affairs) – Reorganized into an integrated
Center for Student Success;
Construction Management (Finance and Administration) – Contracting out of
construction services and/or appointment of construction project management, as needed;
Distance Education Support Services (Academic Affairs) – Contracting out of select
services;
Mail and Receiving Services (Finance and Administration) – Reduction in scope of
services and probable consolidation of the work with another university department;
Motor Pool (Finance and Administration) – Implementation of a more economical model
for delivery of necessary motor pool services;
University Art Gallery (College of Arts and Sciences) – Closure.
The following programs or services have been identified for review to meet specific
outcomes:
Intercollegiate Athletics – Adopt a financially sustainable, tiered sports program model to
fund desired programs and staffing levels. This is a model in which sports are tiered into
groups, with funding and support based on the tier of the sport (tier one sports would
receive greater funding and support than tier two sports, etc.).
Provost’s Office – Reorganize operations to address goals identified in the academic
strategic plan and recommendations from the Middle States Accreditation Self-Study.
College of Arts and Sciences – Develop a department structure designed to better
coordinate the college’s operational and strategic interests across and among disciplines.
Clarion University Workforce Plan – Oct. 28, 2013
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College of Education and Human Services – Reorganize current education programs into
School of Education with remaining programs moved into a renamed School of Health
Sciences or other colleges.
Small Business Development Center – Establish a financially self-sustaining model.
Public Safety (Clarion Campus) – Review of delivery and service model.
Police and Security Services at Venango College – Develop an onsite service model.
Student Health and Wellness Services – Develop a holistic model (health center,
counseling services, intramurals and recreation, and drug and alcohol education).
Printing and Graphic Express Services – Determine an appropriate and more sustainable
service and financial model.
ACADEMIC AFFAIRS
Because the Division of Academic Affairs comprises the core of Clarion University’s
educational mission and activities, the decisions made related to workforce planning become a
critical component of the university-wide plan. As such, the following actions align with the
university’s strategic and academic plans.
Changes in Student Demand
Clarion University sees growth and increased student demand in three areas: business; health
professions; and science, mathematics and technology. While a substantial number of students
continue to focus on programs in teacher education, the historical foundation of Clarion
University, we have experienced a significant decline in demand over the past decade, requiring
a significantly different approach to teacher preparation.
Regardless of the changing conditions within which we must operate, as a university we hold fast
to the disciplinary knowledge and creativity, communication, reasoning, teamwork and literacy
skills offered by the liberal arts as essential for all students.
Business: Retirements and resignations over the past two years in the College of
Business Administration (CoBA) are sufficient to allow the college to operate within its budget.
Clarion University Workforce Plan – Oct. 28, 2013
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Growth in the returning adult population provides opportunities for additional online educational
programs, from certificates through graduate degrees. A focus on entrepreneurship and global
education builds upon CoBA’s assets and recent successes. Approval has been granted for the
hiring this academic year of tenure-track faculty in accountancy, economics and marketing.
Health Professions: Nursing and allied health programs at Venango College, along with
speech pathology and rehabilitative sciences in the College of Education and Human Services,
continue to experience increased student demand. New program proposals in nursing (Doctorate
of Nursing Practice with Edinboro University and a Bachelor of Science in Nursing) and
nutrition and wellness are at different stages in the approval process. To meet this continued
growth and student demand, a School of Health Sciences will be formed to bring all of the
nursing and health-related programs together. The following departments or programs will be
located in the School of Health Sciences:
All programs currently in the School of Nursing and Allied Health;
Athletic training, sports and wellness;
Communication and speech disorders;
Health and physical education;
Rehabilitative sciences.
Approval has been granted for the hiring this academic year of tenure-track faculty in speech
pathology and audiology.
Science, Mathematics and Technology: Resources will continue to be devoted to the
science, mathematics and technology programs. New opportunities for the study and the
application of the sciences are possible with the recent addition of a research-quality scanning
electron microscope and completion of applied research space in the Barnes Center. Greater
integration of the basic sciences with technology development and application is possible, along
with an emphasis on increasing educational pathways in the sciences for underrepresented
students, including women and students of color. Approval has been granted for the hiring this
academic year of tenure-track faculty in chemistry.
Clarion University Workforce Plan – Oct. 28, 2013
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Teacher Education: Teacher education has experienced a considerable decline in student
demand. To be true to Clarion’s role in teacher education and address today’s challenges, a
School of Education will be developed. The School of Education will have a concentrated focus
on programs that best prepare teachers for a changing instructional profession. The school will
be expected to build upon current strengths and opportunities which reflect student enrollment
and employer demands. In addition to the continued development of credentials leading to
licensure, the school will also be charged with developing educational programs (certificates to
degrees) that are not focused on teacher certification.
Liberal Arts, Disciplinary Departments and General Education: The decline in
enrollment has not been uniform across all programs. Enrollment in majors and in the general
education curriculum has experienced significant and specific enrollment declines. The decrease
in student demand, when coupled with financial challenges, has resulted in several actions:
Degree Programs Recommended for Moratorium:
o Music education
o Language education – French
Minors and Concentrations Recommended for Moratorium:
o French concentration in World Languages
o German concentration in World Languages
o Minor in German
o Minor in music
Courses Recommended for Elimination:
o German
o Academic Enrichment (academic courses only)
Tenure or Tenure-Track Faculty Retrenchment (Reduction):
o English – two positions
o Music – five positions (four effective June 30, 2014; one effective June 30, 2015)
o Modern languages – one position (effective June 30, 2015)
o Psychology – one position (effective June 30, 2015)
o Humanities and sciences – one position
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Other actions to increase effectiveness and ensure financial viability within the academic
units include:
By the end of the fall 2013 semester, a taskforce will recommend an orderly restructuring
of the academic departments in the College of Arts and Sciences to reduce the number of
departments to five, effective July 1, 2014. At minimum, this action will replace inclassroom teaching by at least two full-time equivalent temporary faculty with tenure or
tenure-track faculty.
The departments of communication and theatre will be combined, effective spring
semester 2014, resulting in a reduction of two full-time equivalent temporary faculty
beginning in fall 2014. The combination of departments of theatre and communication
provides the opportunity for more collaboration and sharing of expertise. The utilization
of theatre faculty in communication instruction brings more tenured faculty into the
classroom.
The University Art Gallery will be closed, effective the end of the fall 2013 semester.
College Support Position Reductions:
A full-time clerical position in the College of Arts and Sciences will be eliminated upon
retirement of the incumbent.
The position of associate dean of the College of Arts and Sciences has been eliminated
(1.0 full-time equivalent) and replaced with a .25 full-time equivalent faculty release time
assignment.
A half-time clerical support position at Venango College (applied technology) will be
furloughed.
Investing in New Academic Program Growth: The future success and vitality of Clarion
University depends on offering programs in demand by today’s varied student populations.
Many meetings with faculty during summer 2013 led to a number of new program proposals.
Several actions will occur:
Clarion University Workforce Plan – Oct. 28, 2013
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Program proposals will be supported that meet, in an evidenced-based manner, the
following program growth criteria:
o Address components of the academic strategic plan;
o Are consistent with the university mission;
o Have enrollment demand and career opportunities;
o Can be achieved, from a financial and staffing perspective.
Faculty leadership will be asked to revise processes for curricular review to expedite the
process for program recommendations. Additionally, the provost commits to working
with PASSHE staff to expedite approvals at stages beyond the university.
Some programs that had been recommended by the faculty in previous years have not
moved forward. The provost is committed to reviewing these recommendations to either
expedite the programs to completion or remove them from further consideration.
University-wide program initiatives will be discussed with academic leadership,
including the deans, Academic Council and the Faculty Senate to determine which new
efforts meet the program growth criteria and would go forward for development. Several
actions will occur:
o Recommendation of a revised set of general education learning outcomes, in
accordance with national best practices and recommendations from Middle States
Accreditation, by Feb. 10, 2014.
o Recommendation defining the learning outcomes for Bachelor of Arts and
Bachelor of Science degrees and options for achieving those outcomes by March
14, 2014.
o Development of a plan by May 1, 2014, for the inclusion of high impact practices
(HIPs) into the first-year and senior-year curriculum for all students, beginning in
fall 2015.
For the university to achieve a balanced budget, all members of the university community must
help to ensure that we improve our student persistence/retention rate to increase revenue by $2
million. Success in this area is critical not only to address the current funding issues, but to
ensure the long-term viability of the university.
Clarion University Workforce Plan – Oct. 28, 2013
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Encouraging Student Success
Student Success Center: The increased and intentional emphasis on improving student
persistence and retention rates at Clarion University resulted in re-examination of the Center for
Academic Achievement and other offices and operations focused on improving these rates.
Based on national best practices and organizational operations at peer institutions, the Center for
Academic Achievement, along with other offices and staff, will be folded into an integrated
Center for Student Success. The Center for Student Success will include the following services:
Academic tutoring and testing;
Advising for first-year, exploratory (undecided), pre-professional and incoming transfer
students;
Career development and exploration;
Clarion orientation and transition;
Early warning and student intervention services;
First- and second-year experience programs;
Internship and external placement services;
Office of student disability accommodation;
Programs for underrepresented students and students of color;
Programs for academically underperforming students;
TRIO grant-funded student support programs;
Veteran support.
This center will begin operation in summer 2014. We anticipate a number of current positions
recast or eliminated, and, at the same time, new positions created. The current academic skills
(Academic Enrichment) courses will be eliminated. These changes will result in:
The furlough of two staff positions in academic enrichment.
Clarion University Workforce Plan – Oct. 28, 2013
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Libraries: Clarion University Libraries continue to provide services with fewer
resources and annual cost increases related to online databases, journals and software. To meet
those increases, the libraries have reallocated funds from personnel.
A full-time temporary faculty position has been eliminated and staff position has been
reduced by .25 full-time equivalent;
A full-time staff retirement in Carlson Library has been replaced with part-time (.25 fulltime equivalent) temporary staff;
A review of the operation of Suhr Library will be conducted in the 2013-2014 academic
year with a recommendation on the most effective method for providing library services
at Venango College by May 2014.
Enrollment Management: Given the critical role of enrollment management to the
recruitment of students, no reduction in staff or operating budget is proposed. The development
of the recently created transfer admissions office to enhance transfer-student and adult-learner
recruitment will continue. A review will be conducted of the enrollment management area to
determine the most effective staffing model to maximize recruitment and matriculation outcomes
consistent with the new academic plan. The retirement of the associate director of admissions
provided an ideal opportunity for this review, as opposed to a decision to automatically fill the
position as it was previously structured.
Computing Services: Computing services and informational technology continues to
experience increased demand for services and increased operational costs for services provided,
often because of PASSHE-mandated initiatives.
To address the demands on resources, computing services will:
o Eliminate an unfilled staff position (vacancy);
o Recast an unfilled staff position as a data analyst (management position) and train
two existing employees assigned to other areas of the university to serve as
business analysts to support an ongoing initiative to deliver relevant data to the
desktops of deans, department chairs and other individuals in appropriate
administrative units;
Clarion University Workforce Plan – Oct. 28, 2013
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o Reorganize interactive television (ITV) support, transferring responsibility from
extended programs to computing services, including the reassignment of a vacant
staff position from extended programs to computing services, and reduce the
position from 12 months to nine months.
Office of the Provost: A review has been initiated by the provost to assess the current
structure, services offered and overall operation of the division, as it relates to effectively
supporting colleges and academic departments. This includes, but is not limited to, new
academic program development and research support, as well as the operation of graduate
programs, international programs, the provost’s office and registrar’s office. This review will
include input from present provost office staff, as well as academic administration and senior
faculty members. It is anticipated that a final plan for staffing the provost office will be
completed by early spring 2014 semester, with implementation occurring during the 2014
calendar year.
The following actions have occurred or will occur:
o Two currently vacant management positions will be eliminated;
o Two AFSCME positions have been reassigned to other units;
o One management position has been reassigned to another unit;
o Two vacant AFSCME positions will be eliminated;
o One SCUPA position will be furloughed.
FINANCE AND ADMINISTRATION
The Finance and Administration Division has reviewed all current operations to identify areas in
which efficiencies may be gained, services enhanced or lower priority services eliminated. Over
the course of the past 10 years, the division has historically been the first to absorb staffing
reductions in areas such as facilities maintenance and related services (custodial and grounds), as
well as accounting and budgeting areas, resulting in many services unable to complete their
essential responsibilities.
Clarion University Workforce Plan – Oct. 28, 2013
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While looking at how to solidify and enhance the areas noted above, we are also reviewing
possible areas in which services may be reduced or outsourced, and looking at areas in which we
have an opportunity to support retention of students while improving on the current delivery of
services.
Custodial Services: During the 2014 fiscal year a review of the delivery of custodial
services will be conducted, with a recommendation on a financially sustainable model of service
delivery to go into effect by July 1, 2014.
At minimum, a new model would:
Employ students as part-time AFSCME employees working up to 15 hours per week;
Eliminate the current outsourced contract which presently provides custodial services in
student residences, office buildings and student activity buildings.
Mail and Receiving: There has been a steady decline in the demand for traditional mail
services because of an increase in electronic communication. Historically, the university has
provided mail delivery services to all university offices on a daily basis and mail pick-up
services at least twice per day in some office areas. That level of service will be modified. As
such, the following actions will be taken in the 2013-2014 academic year:
Three positions in mail and receiving will be eliminated;
A review of possibly combining printing services and mail and receiving will be
completed;
After completion of this review, an assessment will be made on (a) the benefit, if any, of
merging the areas relative to service and cost, and (b) the appropriate staffing level for
either the combined areas or for the mail and receiving area and printing services area as
separate operating areas.
Motor Pool Services: The facilities management department currently operates a motor pool
services area to support emergency as well as routine service on vehicles and equipment used for
maintenance, grounds, plant services and public safety. Based on discussions with employees in the area
and employees who use the services, and review of information provided, the university will retain the
Clarion University Workforce Plan – Oct. 28, 2013
Page 21 of 27
services provided via the motor pool but reassign the supervision of the work to an existing shop within
the facilities management department. This change will result in cost savings for the overall operation.
Construction Support Services: Presently construction support services for the university are
provided through a combination of as-needed contracting of services and one full-time
construction support services position.
The following action will be taken in the 2015-2016 academic year:
Elimination of in-house construction support services upon retirement of the incumbent.
Maintenance/Trade Skills: With retirements, the skilled trades areas of maintenance have
been weakened. The university is committed to adding positions (up to three), where needed, to
ensure adequately trained and qualified skilled trades areas to ensure that the campus facilities
operate in a safe and reliable manner.
Purchasing: The purchasing department currently has a vacancy that will not be filled. This
position provided direct support to the facilities management department. During the 2014 fiscal
year, a review will be conducted to determine how the current staff of the purchasing department
will be reorganized to meet both current service needs and those of the facilities department.
Public Safety: During fiscal year 2014, the vice president of finance and administration will
review the Clarion campus delivery and service model and the public safety needs of the
Venango College campus to provide needed levels of service in a cost-effective manner.
STUDENT AFFAIRS
Office of the Vice President for Student Affairs
Eliminate director of planning and assessment position through retirement;
Eliminate dean of student development position through retirement.
Clarion University Workforce Plan – Oct. 28, 2013
Page 22 of 27
Housing and Residence Life: In an effort to increase efficiency, contain costs to reduce
escalation of student fees, and to ensure a financially sustainable and a developmentally
appropriate program, the following actions will be taken:
Eliminate a residence life coordinator position;
Eliminate the area desk clerk position.
Student Health Services: To ensure a financially sustainable and professionally appropriate
program, the following action was taken:
A nurse position was eliminated through retirement.
Health and Wellness Services Model: During the 2013-2014 academic year, a new health
and wellness model will be introduced in which student health services, counseling services,
drug and alcohol education and intramurals and recreation will be combined under a single area
with a single director. This model will be staffed by an individual hired through an internal
search. The position will assist in the development and assessment of the proposed model and, at
the conclusion of the 2013-2014 academic year, provide a report and recommendation for the
possible continuation of the model in its initial form or modified capacity. The assessment and
recommendation will be provided as the result of an appropriate committee of students, student
affairs professionals and administrators developing a model for review, assessment and
recommendation.
Intercollegiate Athletics: The current model of funding our intercollegiate sports
program is not sustainable. The vice president for student affairs has appointed a committee
comprised of athletes, student leadership, coaches, community members and university
administrators to review the current structure of athletics programs and to recommend, by July 1,
2014, a sustainable tiered intercollegiate sports program to fund desired programs and staffing
levels.
The committee charge is as follows:
Review the current athletics program model, including policies and practices for which
legal requirements apply and the financial resources available to support it;
Clarion University Workforce Plan – Oct. 28, 2013
Page 23 of 27
Determine best practices in tiered sports programs;
Define educational and business program objectives that apply to Clarion University’s
athletic programs;
Recommend a formal tiered athletics program model for Clarion University that:
o Can be articulated to stakeholders;
o Is consistent with the institution’s mission and sustainable within current and
projected financial resources; and
o Is compliant with federal, state and PASSHE laws, regulations and/or policies.
The following position in athletics will be eliminated on or before June 30, 2015:
Equipment manager (through retirement).
UNIVERSITY ADVANCEMENT
Based on an overall review of resources and needs, the following action will be taken:
The assistant vice president for university advancement position will be eliminated
through retirement.
Printing and Graphic Express Services (PAGES): During the 2013 fiscal year, a review of
PAGES was completed with the engagement of an external consultant. Based on that external
review and internal assessment, it was determined that PAGES, in its current structure, is
marginally able to financially support itself and is not addressing the university needs adequately
or in a cost-effective manner. As a result:
The current director position will be eliminated;
The PAGES structure will continue to be reviewed to develop and implement a
successful model. This will include the previous review (see page 20) and possible
merging of printing services and mail and receiving.
Clarion University Workforce Plan – Oct. 28, 2013
Page 24 of 27
Sports Information: Sports information is a specialty service provided through marketing
and communications on behalf of the Intercollegiate Athletics Program. To ensure the financial
sustainability of the unit:
One position in sports information will be eliminated through retirement.
OFFICE OF THE PRESIDENT
By making reductions in programmatic areas under the Office of the President, funding is being
reallocated to provide an additional staff member in information management and institutional
research to support delivery of data to the desktops of deans, department chairs and other
individuals in appropriate administrative units.
Approved By:
(signature)
President, Clarion University.
Clarion University Workforce Plan – Oct. 28, 2013
Date
Page 25 of 27
APPENDIX
University Enrollment Projections
Enrollment headcount projections are based on several factors, including: recent enrollment
trends; historical persistence and progression rates of students; and projected changes in
enrollment due to new academic programs.
Headcount and Student Credit Hours (Actual FY 2007-2012 and Projected FY 2013-2016
Enrollment Projections (September 2013)
CAS
F2007
F2008
F2009
F2010
F2011
F2012
F2013
F14‐proj
F15‐proj
F16‐proj
Freshman
Sophomore
Junior
Senior
Post‐Bac
TOTAL
984
478
426
390
25
2303
1000
541
404
428
28
2401
1143
516
423
438
28
2548
1134
510
427
451
25
2547
1002
480
414
376
21
2293
975
365
434
444
15
2233
798
433
340
448
21
2040
915
402
358
366
21
2061
940
427
372
405
21
2166
940
449
401
425
21
2235
COBA
Freshman
Sophomore
Junior
Senior
Post‐Bac
TOTAL
F2007
397
218
176
174
5
970
F2008
354
235
176
194
14
973
F2009
291
214
201
175
18
899
F2010
253
183
164
198
15
813
F2011
306
159
155
162
8
790
F2012
322
159
148
135
8
772
F2013
288
183
167
138
15
791
F14‐proj
F15‐proj
F16‐proj
335
191
151
147
15
840
340
209
178
151
15
894
350
216
197
180
15
957
CEHS
Freshman
Sophomore
Junior
Senior
Post‐Bac
TOTAL
F2007
658
411
360
452
46
1927
F2008
615
450
349
468
41
1923
F2009
648
422
361
495
43
1969
F2010
646
457
352
488
42
1985
F2011
611
444
352
459
31
1897
F2012
499
332
356
408
32
1627
F2013
389
326
322
364
30
1431
F14‐proj
F15‐proj
F16‐proj
380
281
250
396
30
1338
380
261
242
310
30
1223
390
265
227
303
30
1215
SUA
Freshman
Sophomore
Junior
Senior
Post‐Bac
TOTAL
F2007
0
0
0
0
0
0
F2008
7
3
1
2
0
13
F2009
10
14
15
9
0
48
F2010
27
29
19
17
0
92
F2011
37
23
28
13
0
101
F2012
41
26
24
18
0
109
F2013
35
30
27
23
0
115
F14‐proj
F15‐proj
F16‐proj
38
30
33
20
0
121
40
33
33
24
0
129
42
35
36
24
0
137
VENANGO
Freshman
F2007
278
F2008
298
F2009
338
F2010
332
F2011
315
F2012
293
F2013
305
F14‐proj
F15‐proj
F16‐proj
350
380
400
Clarion University Workforce Plan – Oct. 28, 2013
Page 26 of 27
Sophomore
Junior
Senior
Post‐Bac
TOTAL
143
117
96
39
673
144
95
107
35
679
156
109
120
34
757
153
134
129
40
788
154
151
139
43
802
156
151
158
25
783
157
160
166
34
822
165
118
141
34
808
218
145
132
34
909
256
194
162
11
1023
UG
HEADCOUNT
Freshman
Sophomore
Junior
Senior
Post‐Bac
UNIV TOT
F2007
2352
1274
1084
1116
120
5946
F2008
2323
1399
1027
1203
124
6076
F2009
2494
1347
1115
1242
125
6323
F2010
2444
1351
1098
1283
123
6299
F2011
2340
1296
1111
1151
105
6003
F2012
2130
1038
1113
1163
80
5524
F2013
1815
1129
1016
1139
100
5199
F14‐proj
F15‐proj
F16‐proj
2018
1069
911
1070
100
5168
2080
1149
970
1022
100
5322
2122
1220
1054
1093
77
5567
CREDIT HRS
UG F FTE
% FTE to HD
UG S FTE
% F to Sp FTE
F2007
5340
0.89
4933
0.92
F2008
5373
0.88
4916
0.91
F2009
5544
0.87
5160
0.93
F2010
5536
0.87
5170
0.93
F2011
5297
0.88
4777
0.90
F2012
4898
0.86
4447
0.90
F2013
4663
0.89
4243
0.91
F14‐proj
F15‐proj
F16‐proj
4600
0.89
4186
0.91
4737
0.89
4310
0.91
4955
0.89
4509
0.91
133582
131776
135703
141950
UG SCH F & SP
GR
HEADCOUNT
CAS
COBA
CEHS
VC
Other
UNIV TOT
F2007
40
51
764
50
17
922
F2008
33
60
956
60
16
1125
F2009
31
77
950
53
12
1123
F2010
54
74
892
50
20
1090
F2011
65
85
872
66
8
1096
F2012
57
117
777
40
5
996
F2013
43
108
641
72
17
881
F14‐proj
F15‐proj
F16‐proj
65
130
705
90
0
990
70
150
705
105
0
1030
70
165
735
90
0
1060
CREDIT HRS
GR F FTE
% FTE to HD
GR SP FTE
% F to SP FTE
F2007
454
0.49
449
0.99
F2008
543
0.48
503
0.93
F2009
539
0.48
532
0.99
F2010
532
0.48
527
0.99
F2011
549
0.5
534
0.97
F2012
509
0.51
476
0.97
F2013
426
0.50
413
0.97
10068
F14‐proj
F15‐proj
F16‐proj
495
0.50
480
0.97
11702
515
0.50
500
0.97
12175
530
0.50
514
0.97
12529
G SCH F & SP
Note. Headcounts and FTEs are based on fall freeze data from 2007 through 2013. “Engaged Learner” and undecided students
are listed in CAS for comparison and trend purposes.
Clarion University Workforce Plan – Oct. 28, 2013
Page 27 of 27
Clarion University's Strategic Directions
The Clarion Mission: Clarion University of Pennsylvania provides transformative, lifelong
learning opportunities through innovative, nationally recognized programs delivered in inclusive,
student-centered environments.
The Clarion Vision: Clarion University will be a leader in high-impact educational practices that
benefit students, employers and community partners.
CLARION UNIVERSITY STRATEGIC GOALS 2012-2017
Clarion University will:
1. Encourage student, faculty and staff success.
Admit, retain and graduate students;
Prepare students for employment;
Infuse high-impact practices;
Grow nationally recognized programs;
Encourage the professional development of faculty and staff;
Create equitable, diverse environments.
2. Promote a diverse student body and employee workforce.
Value the inclusion and experiences of all students and employees.
3. Expand our engagement with society.
Align knowledge and resources with community partners' needs;
Promote community service and volunteerism among students, faculty and staff;
Serve as an economic engine to the region.
4. Thrive financially
Ensure optimal stewardship of resources;
Expand enrollment;
Undertake a comprehensive capital campaign.
Clarion University Workforce Plan – Oct. 28, 2013
Clarion University Workforce Plan:
Ensuring our mission
of providing transformative, lifelong learning
opportunities through innovative, nationally recognized programs
delivered in inclusive, student-centered environments.
Oct.28, 2013
Clarion University Workforce Plan – Oct. 28, 2013
Page 2 of 27
Workforce Plan Table of Contents
Introduction
Pages 4 – 7
University Budget Projections
Page
University Workforce Projections
Pages 7 – 10
Summary of Workforce Plans
Pages 11 – 12
7
Academic Affairs
Pages 12 – 19
Changes in Student Demand
Page
12
Business
Page
12
Health Professions
Page
13
Science, Mathematics and Technology
Page
13
Teacher Education
Page
14
Liberal Arts, Disciplinary
Departments and General Education
Page
14
Other Actions
Pages 15 – 17
Libraries
Page
18
Enrollment Management
Page
18
Computing Services
Page
18
Office of the Provost
Page
19
Finance and Administration
Pages 19 – 21
Custodial Services
Page
20
Mail and Receiving
Page
20
Motor Pool Services
Page
20
Construction Support Services
Page
21
Maintenance/Trade Skills
Page
21
Purchasing
Page
21
Public Safety
Page
21
Clarion University Workforce Plan – Oct. 28, 2013
Page 3 of 27
Student Affairs
Pages 21 – 23
Office of Vice President
Page
21
Housing and Residence Life
Page
22
Student Health Services
Page
22
Health and Wellness Services Model
Page
22
Intercollegiate Athletics
Page
22
University Advancement
Pages 23 – 24
PAGES
Page
23
Sports Information
Page
24
Office of the President
Page
24
Appendix
Pages 25 – 27
University Enrollment Projections
Pages 26 – 27
University Strategic Directions and Goals
Page
Clarion University Workforce Plan – Oct. 28, 2013
28
Page 4 of 27
Clarion University Workforce Plan
Oct. 28, 2013 to July 1, 2015
Introduction
The Clarion University Workforce Plan is designed to address a difficult and systemic financial
deficit facing our institution. It is a bold, ambitious set of actions designed to ensure that we will
achieve the mission, vision and strategic goals of the university.
The plan’s purpose is to correct the university's budget deficit within the next three fiscal years;
however, the steps outlined here are part of a larger process that will unfold as the landscape
evolves facing the universities of PASSHE and institutions of higher education across the
country. Uncertainties regarding the trend in state appropriations, enrollment levels and cost
inflators imposed by collective bargaining agreements are a major factor in determining how the
university’s finances are impacted. To the greatest extent possible, this plan describes actions
that are intended to solve a university budget that is currently unsustainable. This dynamic plan
is expected, over time, to change and adjust as the larger landscape changes around the
university. Going forward, unfavorable trends among these factors may require further
adjustments to this plan to achieve a balanced budget.
The university recognizes that the workforce plan will impact the employment of many
individuals. These difficult decisions do not reflect the quality of the affected individuals’ work.
Rather, they are necessary for alignment of staffing with university program needs.
The actions presented in the plan are intended to result in a Clarion University that is positioned
for the future and able to continue serving students, employers and community partners as a
public university. At the forefront of this plan, in terms of our determination as a public
university, is for our students to graduate and succeed in their professional careers, thanks to the
marketable skills they learn at Clarion.
Clarion University Workforce Plan – Oct. 28, 2013
Page 5 of 27
Similar to many public institutions of higher learning, Clarion University has experienced a
significant decline in state funding – 15 percent – since 2010. This decline is caused by the
combination of reductions in state funding and decreases in enrollment over several years. At
the same time, the cost of employee compensation has continued to increase, creating a structural
deficit which, if not addressed, is projected to grow to $12 million by July 1, 2015.
The university will address the $12 million budget deficit as follows:
$8.3 million reduction of expenses in specific reductions of the workforce, as outlined in
this report;
$2 million increase in revenue through specific increases in student retention; and
$1.7 million reduction of expenses as a result of increased operational efficiencies and
improvements.
By simultaneously investing in growth and growth-supporting areas; eliminating areas of
declining enrollments and activities that have not yielded desired results; and increasing
enrollment through increased student retention, the university will correct the current budget
problem and be better positioned to meet its mission.
The goal of the workforce plan is to align current and future staffing with university program
needs. At the outset of the process, the assessment of programs and services allowed for the
alignment of the workforce to the needs. In assessing the workforce, a determination is made on
future staffing needs based on: retirements, resignations and reassignments; current staffing
alignment needs relative to university program goals; proposed realignment and/or reassignment
of staffing based on anticipated program needs and timing of any staffing changes.
When focusing on program and service needs, the university assesses possible program
additions, growth and/or changes that will allow us to better meet the needs of students and to
attract a greater number of students. At the same time, an assessment is made of programs and
services that either should be reduced in scope or eliminated based on a lack of need, growth
potential or ability to maintain enrollment or service levels.
Clarion University Workforce Plan – Oct. 28, 2013
Page 6 of 27
This plan outlines an investment in our growth areas based on increasing student enrollments in
business, science and technology, and health professions, and realigning our traditionally strong
teacher education professional program. This plan recognizes our long-held commitment to
program accreditation, in which Clarion has proudly been a leader, and considers the future
opportunities related to providing degrees and certificates through face-to-face and online
delivery methods. The plan is intentionally broad and shapes the workforce across all areas of the
university to continue the unique culture of learning at Clarion, where we believe in the potential
of every student and strive to help our students achieve their academic and career goals.
Clarion University is investing in several academic areas of growing enrollments, including:
o Health professions such as nursing and speech pathology;
o Science technology as an intentional, multidisciplinary offering to connect
science disciplines with business (entrepreneurship), utilizing current facilities
(Barnes Center);
o Business with a recasting of master’s degrees with a focus on adult learner needs
and hybrid program offerings; and
o A new approach to education and teacher preparation with a greater focus on
science, teaching and career alternatives not requiring teacher certification.
A first effort to supporting growth will be hiring seven tenure-track faculty positions, which will
be advertised this year, to address the university’s strategic initiatives and enrollment demand:
o
o
o
o
o
o
Accountancy
Chemistry
Economics
Library (two positions)
Marketing
Speech pathology and audiology
Two bachelor’s degree programs are recommended for placement in moratorium – meaning the
programs will no longer accept new students, but students already enrolled are ensured to receive
the classes and support they need, through graduation. They are: Bachelor of Science in Music
Education and Bachelor of Science in Language Education-French. Additionally, although the
Clarion University Workforce Plan – Oct. 28, 2013
Page 7 of 27
first two years of French instruction and the minor in French will continue, the French and
German concentrations in the Bachelor of Arts Degree in World Languages and the minor in
German will be recommended for moratorium.
University Budget Projections
Here is a summary of the projected university budget for fiscal years 2014, 2015, 2016 and 2017:
Fiscal
2014
Fiscal
2015
Fiscal
2016
Fiscal
2017
Revenue
90,315,236
92,767,446
97,276,746
102,171,460
Compensation expense
67,444,399
69,493,516
68,357,645
71,081,571
Other expense
30,390,222
30,453,407
29,453,407
30,203,407
(7,519,385)
(7,179,477)
(534,306)
886,481
Surplus, (deficit)
University Workforce Projections
Regular Status Employees
2005, 2010, 2013 and Projected for 2014 ‐
2015
filled positions only
AFSCME
262
237
APSCUF
261
4037
2005
SCUPA
ALL OTHERS
244
220
75
MGRS
224
201.5
210
72
3746
2010
Clarion University Workforce Plan – Oct. 28, 2013
76
50
32
2013
73
50
30
PROJECTED
Page 8 of 27
Summary of Planned Workforce Changes
The workforce plan includes decisions necessary to reduce the overall workforce size to meet
changing or changed programmatic and support needs of the university and our students. Plans
related to reductions in workforce are outlined in the individual department sections of this
report. As laid out in the following charts, the plan identifies 35.75 currently filled positions
(18.75 retrenchment/furlough; seven reassignment; nine retirement; one reorganization)
designated for elimination. Beyond that, 14 currently vacant positions will be eliminated and
seven new faculty positions will be advertised for a net total reduction of 42.75 positions.
UNIVERSITY TOTAL
By June 30, 2014
TOTAL
Retrenchment/Furlough
Reassignment
2
Reorganization
Retrenchment/Furlough
4
Resignation
Reassignment
1
Retirement
Reorganization
Resignation
Academic Enrichment
Advancement
Applied Technology
Construction Support
English
Geography
Housing & Residence Life
Intercollegiate Athletics
International Programs
Mail & Receiving
Mathematics
Modern Languages
Motor Pool
Music
Pages
Provost's Office
Psychology
Sports Information
Student Development
Venango Humanities
TOTAL
Retirement
Department
By June 30, 2015
1
0.5
1
1
2
1
2
1
0.25
3
1
1
1
4
1
1
1
1
1
1
3
1
2
0
0
Clarion University Workforce Plan – Oct. 28, 2013
1
6
1
15.75
9
0
0
35.75
Page 9 of 27
APSCUF
By June 30, 2014
TOTAL
Retrenchment
1
4
0
0
1
5
7
1
0
0
18
By June 30, 2015
Resignation
Reorganization
Reassignment
Furlough
TOTAL
Retirement
Furlough
Reassignment
Reorganization
Resignation
Retirement
Academic Enrichment
Applied Technology
Housing & Res Life
International Programs
Mathematics
Construction Support
Mail & Receiving
Motor Pool
Intercollegiate Athletics
TOTAL
1
1
1
1
1
3
1
AFSCME
By June 30, 2014
Department
Reassignment
2
Reorganization
Retrenchment
4
1
Resignation
Reassignment
1
Retirement
Reorganization
Resignation
Academic Enrichment
English
Geography
Venango Humanities
Music
Modern Languages
Psychology
TOTAL
Retirement
Department
By June 30, 2015
0
0
0
0
10.75
2
0.5
1
0.25
1
1
3
0
0
Clarion University Workforce Plan – Oct. 28, 2013
0
0
6.75
1
1
4
Page 10 of 27
MANAGEMENT
By June 30, 2014
Resignation
Reorganization
Reassignment
Furlough
TOTAL
Retirement
Furlough
Reassignment
Student Development
Advancement
Pages
Sports Information
TOTAL
Reorganization
Resignation
Retirement
Department
By June 30, 2015
0
0
0
0
5
2
1
1
0
0
0
0
1
4
1
SCUPA
By June 30, 2014
Retirement
Resignation
Reorganization
Reassignment
Furlough
TOTAL
Furlough
Reassignment
Reorganization
Resignation
Housing & Residence Life
Provost's Office
TOTAL
Retirement
Department
By June 30, 2015
0
0
0
0
0
2
1
0
0
0
1
1
1
Summary of Planned Program Developments, Eliminations, Service Modifications and
Program or Service Reviews
The following areas either are under development or have been identified as growth areas
for program development:
Doctorate of Nursing Practice (with Edinboro University);
Bachelor of Science in Criminal Justice Administration;
Bachelor of Science in Nursing;
Bachelor of Science in Nutrition and Fitness;
Administrative support services to provide responsibility center managers, department
chairs and others with desktop access to critical enrollment, program and budget
information;
Clarion University Workforce Plan – Oct. 28, 2013
Page 11 of 27
An in-house student workforce to provide custodial services in currently contracted areas.
Students will be hired as part-time employees in the AFSCME bargaining unit.
The following university programs have been recommended for placement in moratorium:
Bachelor of Science in Music Education
Bachelor of Science in Language Education - French
French and German concentrations in Bachelor of Arts in World Languages
Minor in German
Minor in music
The following services at the university have been identified for modification:
Academic Enrichment Department (Academic Affairs) – Reorganized into an integrated
Center for Student Success;
Construction Management (Finance and Administration) – Contracting out of
construction services and/or appointment of construction project management, as needed;
Distance Education Support Services (Academic Affairs) – Contracting out of select
services;
Mail and Receiving Services (Finance and Administration) – Reduction in scope of
services and probable consolidation of the work with another university department;
Motor Pool (Finance and Administration) – Implementation of a more economical model
for delivery of necessary motor pool services;
University Art Gallery (College of Arts and Sciences) – Closure.
The following programs or services have been identified for review to meet specific
outcomes:
Intercollegiate Athletics – Adopt a financially sustainable, tiered sports program model to
fund desired programs and staffing levels. This is a model in which sports are tiered into
groups, with funding and support based on the tier of the sport (tier one sports would
receive greater funding and support than tier two sports, etc.).
Provost’s Office – Reorganize operations to address goals identified in the academic
strategic plan and recommendations from the Middle States Accreditation Self-Study.
College of Arts and Sciences – Develop a department structure designed to better
coordinate the college’s operational and strategic interests across and among disciplines.
Clarion University Workforce Plan – Oct. 28, 2013
Page 12 of 27
College of Education and Human Services – Reorganize current education programs into
School of Education with remaining programs moved into a renamed School of Health
Sciences or other colleges.
Small Business Development Center – Establish a financially self-sustaining model.
Public Safety (Clarion Campus) – Review of delivery and service model.
Police and Security Services at Venango College – Develop an onsite service model.
Student Health and Wellness Services – Develop a holistic model (health center,
counseling services, intramurals and recreation, and drug and alcohol education).
Printing and Graphic Express Services – Determine an appropriate and more sustainable
service and financial model.
ACADEMIC AFFAIRS
Because the Division of Academic Affairs comprises the core of Clarion University’s
educational mission and activities, the decisions made related to workforce planning become a
critical component of the university-wide plan. As such, the following actions align with the
university’s strategic and academic plans.
Changes in Student Demand
Clarion University sees growth and increased student demand in three areas: business; health
professions; and science, mathematics and technology. While a substantial number of students
continue to focus on programs in teacher education, the historical foundation of Clarion
University, we have experienced a significant decline in demand over the past decade, requiring
a significantly different approach to teacher preparation.
Regardless of the changing conditions within which we must operate, as a university we hold fast
to the disciplinary knowledge and creativity, communication, reasoning, teamwork and literacy
skills offered by the liberal arts as essential for all students.
Business: Retirements and resignations over the past two years in the College of
Business Administration (CoBA) are sufficient to allow the college to operate within its budget.
Clarion University Workforce Plan – Oct. 28, 2013
Page 13 of 27
Growth in the returning adult population provides opportunities for additional online educational
programs, from certificates through graduate degrees. A focus on entrepreneurship and global
education builds upon CoBA’s assets and recent successes. Approval has been granted for the
hiring this academic year of tenure-track faculty in accountancy, economics and marketing.
Health Professions: Nursing and allied health programs at Venango College, along with
speech pathology and rehabilitative sciences in the College of Education and Human Services,
continue to experience increased student demand. New program proposals in nursing (Doctorate
of Nursing Practice with Edinboro University and a Bachelor of Science in Nursing) and
nutrition and wellness are at different stages in the approval process. To meet this continued
growth and student demand, a School of Health Sciences will be formed to bring all of the
nursing and health-related programs together. The following departments or programs will be
located in the School of Health Sciences:
All programs currently in the School of Nursing and Allied Health;
Athletic training, sports and wellness;
Communication and speech disorders;
Health and physical education;
Rehabilitative sciences.
Approval has been granted for the hiring this academic year of tenure-track faculty in speech
pathology and audiology.
Science, Mathematics and Technology: Resources will continue to be devoted to the
science, mathematics and technology programs. New opportunities for the study and the
application of the sciences are possible with the recent addition of a research-quality scanning
electron microscope and completion of applied research space in the Barnes Center. Greater
integration of the basic sciences with technology development and application is possible, along
with an emphasis on increasing educational pathways in the sciences for underrepresented
students, including women and students of color. Approval has been granted for the hiring this
academic year of tenure-track faculty in chemistry.
Clarion University Workforce Plan – Oct. 28, 2013
Page 14 of 27
Teacher Education: Teacher education has experienced a considerable decline in student
demand. To be true to Clarion’s role in teacher education and address today’s challenges, a
School of Education will be developed. The School of Education will have a concentrated focus
on programs that best prepare teachers for a changing instructional profession. The school will
be expected to build upon current strengths and opportunities which reflect student enrollment
and employer demands. In addition to the continued development of credentials leading to
licensure, the school will also be charged with developing educational programs (certificates to
degrees) that are not focused on teacher certification.
Liberal Arts, Disciplinary Departments and General Education: The decline in
enrollment has not been uniform across all programs. Enrollment in majors and in the general
education curriculum has experienced significant and specific enrollment declines. The decrease
in student demand, when coupled with financial challenges, has resulted in several actions:
Degree Programs Recommended for Moratorium:
o Music education
o Language education – French
Minors and Concentrations Recommended for Moratorium:
o French concentration in World Languages
o German concentration in World Languages
o Minor in German
o Minor in music
Courses Recommended for Elimination:
o German
o Academic Enrichment (academic courses only)
Tenure or Tenure-Track Faculty Retrenchment (Reduction):
o English – two positions
o Music – five positions (four effective June 30, 2014; one effective June 30, 2015)
o Modern languages – one position (effective June 30, 2015)
o Psychology – one position (effective June 30, 2015)
o Humanities and sciences – one position
Clarion University Workforce Plan – Oct. 28, 2013
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Other actions to increase effectiveness and ensure financial viability within the academic
units include:
By the end of the fall 2013 semester, a taskforce will recommend an orderly restructuring
of the academic departments in the College of Arts and Sciences to reduce the number of
departments to five, effective July 1, 2014. At minimum, this action will replace inclassroom teaching by at least two full-time equivalent temporary faculty with tenure or
tenure-track faculty.
The departments of communication and theatre will be combined, effective spring
semester 2014, resulting in a reduction of two full-time equivalent temporary faculty
beginning in fall 2014. The combination of departments of theatre and communication
provides the opportunity for more collaboration and sharing of expertise. The utilization
of theatre faculty in communication instruction brings more tenured faculty into the
classroom.
The University Art Gallery will be closed, effective the end of the fall 2013 semester.
College Support Position Reductions:
A full-time clerical position in the College of Arts and Sciences will be eliminated upon
retirement of the incumbent.
The position of associate dean of the College of Arts and Sciences has been eliminated
(1.0 full-time equivalent) and replaced with a .25 full-time equivalent faculty release time
assignment.
A half-time clerical support position at Venango College (applied technology) will be
furloughed.
Investing in New Academic Program Growth: The future success and vitality of Clarion
University depends on offering programs in demand by today’s varied student populations.
Many meetings with faculty during summer 2013 led to a number of new program proposals.
Several actions will occur:
Clarion University Workforce Plan – Oct. 28, 2013
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Program proposals will be supported that meet, in an evidenced-based manner, the
following program growth criteria:
o Address components of the academic strategic plan;
o Are consistent with the university mission;
o Have enrollment demand and career opportunities;
o Can be achieved, from a financial and staffing perspective.
Faculty leadership will be asked to revise processes for curricular review to expedite the
process for program recommendations. Additionally, the provost commits to working
with PASSHE staff to expedite approvals at stages beyond the university.
Some programs that had been recommended by the faculty in previous years have not
moved forward. The provost is committed to reviewing these recommendations to either
expedite the programs to completion or remove them from further consideration.
University-wide program initiatives will be discussed with academic leadership,
including the deans, Academic Council and the Faculty Senate to determine which new
efforts meet the program growth criteria and would go forward for development. Several
actions will occur:
o Recommendation of a revised set of general education learning outcomes, in
accordance with national best practices and recommendations from Middle States
Accreditation, by Feb. 10, 2014.
o Recommendation defining the learning outcomes for Bachelor of Arts and
Bachelor of Science degrees and options for achieving those outcomes by March
14, 2014.
o Development of a plan by May 1, 2014, for the inclusion of high impact practices
(HIPs) into the first-year and senior-year curriculum for all students, beginning in
fall 2015.
For the university to achieve a balanced budget, all members of the university community must
help to ensure that we improve our student persistence/retention rate to increase revenue by $2
million. Success in this area is critical not only to address the current funding issues, but to
ensure the long-term viability of the university.
Clarion University Workforce Plan – Oct. 28, 2013
Page 17 of 27
Encouraging Student Success
Student Success Center: The increased and intentional emphasis on improving student
persistence and retention rates at Clarion University resulted in re-examination of the Center for
Academic Achievement and other offices and operations focused on improving these rates.
Based on national best practices and organizational operations at peer institutions, the Center for
Academic Achievement, along with other offices and staff, will be folded into an integrated
Center for Student Success. The Center for Student Success will include the following services:
Academic tutoring and testing;
Advising for first-year, exploratory (undecided), pre-professional and incoming transfer
students;
Career development and exploration;
Clarion orientation and transition;
Early warning and student intervention services;
First- and second-year experience programs;
Internship and external placement services;
Office of student disability accommodation;
Programs for underrepresented students and students of color;
Programs for academically underperforming students;
TRIO grant-funded student support programs;
Veteran support.
This center will begin operation in summer 2014. We anticipate a number of current positions
recast or eliminated, and, at the same time, new positions created. The current academic skills
(Academic Enrichment) courses will be eliminated. These changes will result in:
The furlough of two staff positions in academic enrichment.
Clarion University Workforce Plan – Oct. 28, 2013
Page 18 of 27
Libraries: Clarion University Libraries continue to provide services with fewer
resources and annual cost increases related to online databases, journals and software. To meet
those increases, the libraries have reallocated funds from personnel.
A full-time temporary faculty position has been eliminated and staff position has been
reduced by .25 full-time equivalent;
A full-time staff retirement in Carlson Library has been replaced with part-time (.25 fulltime equivalent) temporary staff;
A review of the operation of Suhr Library will be conducted in the 2013-2014 academic
year with a recommendation on the most effective method for providing library services
at Venango College by May 2014.
Enrollment Management: Given the critical role of enrollment management to the
recruitment of students, no reduction in staff or operating budget is proposed. The development
of the recently created transfer admissions office to enhance transfer-student and adult-learner
recruitment will continue. A review will be conducted of the enrollment management area to
determine the most effective staffing model to maximize recruitment and matriculation outcomes
consistent with the new academic plan. The retirement of the associate director of admissions
provided an ideal opportunity for this review, as opposed to a decision to automatically fill the
position as it was previously structured.
Computing Services: Computing services and informational technology continues to
experience increased demand for services and increased operational costs for services provided,
often because of PASSHE-mandated initiatives.
To address the demands on resources, computing services will:
o Eliminate an unfilled staff position (vacancy);
o Recast an unfilled staff position as a data analyst (management position) and train
two existing employees assigned to other areas of the university to serve as
business analysts to support an ongoing initiative to deliver relevant data to the
desktops of deans, department chairs and other individuals in appropriate
administrative units;
Clarion University Workforce Plan – Oct. 28, 2013
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o Reorganize interactive television (ITV) support, transferring responsibility from
extended programs to computing services, including the reassignment of a vacant
staff position from extended programs to computing services, and reduce the
position from 12 months to nine months.
Office of the Provost: A review has been initiated by the provost to assess the current
structure, services offered and overall operation of the division, as it relates to effectively
supporting colleges and academic departments. This includes, but is not limited to, new
academic program development and research support, as well as the operation of graduate
programs, international programs, the provost’s office and registrar’s office. This review will
include input from present provost office staff, as well as academic administration and senior
faculty members. It is anticipated that a final plan for staffing the provost office will be
completed by early spring 2014 semester, with implementation occurring during the 2014
calendar year.
The following actions have occurred or will occur:
o Two currently vacant management positions will be eliminated;
o Two AFSCME positions have been reassigned to other units;
o One management position has been reassigned to another unit;
o Two vacant AFSCME positions will be eliminated;
o One SCUPA position will be furloughed.
FINANCE AND ADMINISTRATION
The Finance and Administration Division has reviewed all current operations to identify areas in
which efficiencies may be gained, services enhanced or lower priority services eliminated. Over
the course of the past 10 years, the division has historically been the first to absorb staffing
reductions in areas such as facilities maintenance and related services (custodial and grounds), as
well as accounting and budgeting areas, resulting in many services unable to complete their
essential responsibilities.
Clarion University Workforce Plan – Oct. 28, 2013
Page 20 of 27
While looking at how to solidify and enhance the areas noted above, we are also reviewing
possible areas in which services may be reduced or outsourced, and looking at areas in which we
have an opportunity to support retention of students while improving on the current delivery of
services.
Custodial Services: During the 2014 fiscal year a review of the delivery of custodial
services will be conducted, with a recommendation on a financially sustainable model of service
delivery to go into effect by July 1, 2014.
At minimum, a new model would:
Employ students as part-time AFSCME employees working up to 15 hours per week;
Eliminate the current outsourced contract which presently provides custodial services in
student residences, office buildings and student activity buildings.
Mail and Receiving: There has been a steady decline in the demand for traditional mail
services because of an increase in electronic communication. Historically, the university has
provided mail delivery services to all university offices on a daily basis and mail pick-up
services at least twice per day in some office areas. That level of service will be modified. As
such, the following actions will be taken in the 2013-2014 academic year:
Three positions in mail and receiving will be eliminated;
A review of possibly combining printing services and mail and receiving will be
completed;
After completion of this review, an assessment will be made on (a) the benefit, if any, of
merging the areas relative to service and cost, and (b) the appropriate staffing level for
either the combined areas or for the mail and receiving area and printing services area as
separate operating areas.
Motor Pool Services: The facilities management department currently operates a motor pool
services area to support emergency as well as routine service on vehicles and equipment used for
maintenance, grounds, plant services and public safety. Based on discussions with employees in the area
and employees who use the services, and review of information provided, the university will retain the
Clarion University Workforce Plan – Oct. 28, 2013
Page 21 of 27
services provided via the motor pool but reassign the supervision of the work to an existing shop within
the facilities management department. This change will result in cost savings for the overall operation.
Construction Support Services: Presently construction support services for the university are
provided through a combination of as-needed contracting of services and one full-time
construction support services position.
The following action will be taken in the 2015-2016 academic year:
Elimination of in-house construction support services upon retirement of the incumbent.
Maintenance/Trade Skills: With retirements, the skilled trades areas of maintenance have
been weakened. The university is committed to adding positions (up to three), where needed, to
ensure adequately trained and qualified skilled trades areas to ensure that the campus facilities
operate in a safe and reliable manner.
Purchasing: The purchasing department currently has a vacancy that will not be filled. This
position provided direct support to the facilities management department. During the 2014 fiscal
year, a review will be conducted to determine how the current staff of the purchasing department
will be reorganized to meet both current service needs and those of the facilities department.
Public Safety: During fiscal year 2014, the vice president of finance and administration will
review the Clarion campus delivery and service model and the public safety needs of the
Venango College campus to provide needed levels of service in a cost-effective manner.
STUDENT AFFAIRS
Office of the Vice President for Student Affairs
Eliminate director of planning and assessment position through retirement;
Eliminate dean of student development position through retirement.
Clarion University Workforce Plan – Oct. 28, 2013
Page 22 of 27
Housing and Residence Life: In an effort to increase efficiency, contain costs to reduce
escalation of student fees, and to ensure a financially sustainable and a developmentally
appropriate program, the following actions will be taken:
Eliminate a residence life coordinator position;
Eliminate the area desk clerk position.
Student Health Services: To ensure a financially sustainable and professionally appropriate
program, the following action was taken:
A nurse position was eliminated through retirement.
Health and Wellness Services Model: During the 2013-2014 academic year, a new health
and wellness model will be introduced in which student health services, counseling services,
drug and alcohol education and intramurals and recreation will be combined under a single area
with a single director. This model will be staffed by an individual hired through an internal
search. The position will assist in the development and assessment of the proposed model and, at
the conclusion of the 2013-2014 academic year, provide a report and recommendation for the
possible continuation of the model in its initial form or modified capacity. The assessment and
recommendation will be provided as the result of an appropriate committee of students, student
affairs professionals and administrators developing a model for review, assessment and
recommendation.
Intercollegiate Athletics: The current model of funding our intercollegiate sports
program is not sustainable. The vice president for student affairs has appointed a committee
comprised of athletes, student leadership, coaches, community members and university
administrators to review the current structure of athletics programs and to recommend, by July 1,
2014, a sustainable tiered intercollegiate sports program to fund desired programs and staffing
levels.
The committee charge is as follows:
Review the current athletics program model, including policies and practices for which
legal requirements apply and the financial resources available to support it;
Clarion University Workforce Plan – Oct. 28, 2013
Page 23 of 27
Determine best practices in tiered sports programs;
Define educational and business program objectives that apply to Clarion University’s
athletic programs;
Recommend a formal tiered athletics program model for Clarion University that:
o Can be articulated to stakeholders;
o Is consistent with the institution’s mission and sustainable within current and
projected financial resources; and
o Is compliant with federal, state and PASSHE laws, regulations and/or policies.
The following position in athletics will be eliminated on or before June 30, 2015:
Equipment manager (through retirement).
UNIVERSITY ADVANCEMENT
Based on an overall review of resources and needs, the following action will be taken:
The assistant vice president for university advancement position will be eliminated
through retirement.
Printing and Graphic Express Services (PAGES): During the 2013 fiscal year, a review of
PAGES was completed with the engagement of an external consultant. Based on that external
review and internal assessment, it was determined that PAGES, in its current structure, is
marginally able to financially support itself and is not addressing the university needs adequately
or in a cost-effective manner. As a result:
The current director position will be eliminated;
The PAGES structure will continue to be reviewed to develop and implement a
successful model. This will include the previous review (see page 20) and possible
merging of printing services and mail and receiving.
Clarion University Workforce Plan – Oct. 28, 2013
Page 24 of 27
Sports Information: Sports information is a specialty service provided through marketing
and communications on behalf of the Intercollegiate Athletics Program. To ensure the financial
sustainability of the unit:
One position in sports information will be eliminated through retirement.
OFFICE OF THE PRESIDENT
By making reductions in programmatic areas under the Office of the President, funding is being
reallocated to provide an additional staff member in information management and institutional
research to support delivery of data to the desktops of deans, department chairs and other
individuals in appropriate administrative units.
Approved By:
(signature)
President, Clarion University.
Clarion University Workforce Plan – Oct. 28, 2013
Date
Page 25 of 27
APPENDIX
University Enrollment Projections
Enrollment headcount projections are based on several factors, including: recent enrollment
trends; historical persistence and progression rates of students; and projected changes in
enrollment due to new academic programs.
Headcount and Student Credit Hours (Actual FY 2007-2012 and Projected FY 2013-2016
Enrollment Projections (September 2013)
CAS
F2007
F2008
F2009
F2010
F2011
F2012
F2013
F14‐proj
F15‐proj
F16‐proj
Freshman
Sophomore
Junior
Senior
Post‐Bac
TOTAL
984
478
426
390
25
2303
1000
541
404
428
28
2401
1143
516
423
438
28
2548
1134
510
427
451
25
2547
1002
480
414
376
21
2293
975
365
434
444
15
2233
798
433
340
448
21
2040
915
402
358
366
21
2061
940
427
372
405
21
2166
940
449
401
425
21
2235
COBA
Freshman
Sophomore
Junior
Senior
Post‐Bac
TOTAL
F2007
397
218
176
174
5
970
F2008
354
235
176
194
14
973
F2009
291
214
201
175
18
899
F2010
253
183
164
198
15
813
F2011
306
159
155
162
8
790
F2012
322
159
148
135
8
772
F2013
288
183
167
138
15
791
F14‐proj
F15‐proj
F16‐proj
335
191
151
147
15
840
340
209
178
151
15
894
350
216
197
180
15
957
CEHS
Freshman
Sophomore
Junior
Senior
Post‐Bac
TOTAL
F2007
658
411
360
452
46
1927
F2008
615
450
349
468
41
1923
F2009
648
422
361
495
43
1969
F2010
646
457
352
488
42
1985
F2011
611
444
352
459
31
1897
F2012
499
332
356
408
32
1627
F2013
389
326
322
364
30
1431
F14‐proj
F15‐proj
F16‐proj
380
281
250
396
30
1338
380
261
242
310
30
1223
390
265
227
303
30
1215
SUA
Freshman
Sophomore
Junior
Senior
Post‐Bac
TOTAL
F2007
0
0
0
0
0
0
F2008
7
3
1
2
0
13
F2009
10
14
15
9
0
48
F2010
27
29
19
17
0
92
F2011
37
23
28
13
0
101
F2012
41
26
24
18
0
109
F2013
35
30
27
23
0
115
F14‐proj
F15‐proj
F16‐proj
38
30
33
20
0
121
40
33
33
24
0
129
42
35
36
24
0
137
VENANGO
Freshman
F2007
278
F2008
298
F2009
338
F2010
332
F2011
315
F2012
293
F2013
305
F14‐proj
F15‐proj
F16‐proj
350
380
400
Clarion University Workforce Plan – Oct. 28, 2013
Page 26 of 27
Sophomore
Junior
Senior
Post‐Bac
TOTAL
143
117
96
39
673
144
95
107
35
679
156
109
120
34
757
153
134
129
40
788
154
151
139
43
802
156
151
158
25
783
157
160
166
34
822
165
118
141
34
808
218
145
132
34
909
256
194
162
11
1023
UG
HEADCOUNT
Freshman
Sophomore
Junior
Senior
Post‐Bac
UNIV TOT
F2007
2352
1274
1084
1116
120
5946
F2008
2323
1399
1027
1203
124
6076
F2009
2494
1347
1115
1242
125
6323
F2010
2444
1351
1098
1283
123
6299
F2011
2340
1296
1111
1151
105
6003
F2012
2130
1038
1113
1163
80
5524
F2013
1815
1129
1016
1139
100
5199
F14‐proj
F15‐proj
F16‐proj
2018
1069
911
1070
100
5168
2080
1149
970
1022
100
5322
2122
1220
1054
1093
77
5567
CREDIT HRS
UG F FTE
% FTE to HD
UG S FTE
% F to Sp FTE
F2007
5340
0.89
4933
0.92
F2008
5373
0.88
4916
0.91
F2009
5544
0.87
5160
0.93
F2010
5536
0.87
5170
0.93
F2011
5297
0.88
4777
0.90
F2012
4898
0.86
4447
0.90
F2013
4663
0.89
4243
0.91
F14‐proj
F15‐proj
F16‐proj
4600
0.89
4186
0.91
4737
0.89
4310
0.91
4955
0.89
4509
0.91
133582
131776
135703
141950
UG SCH F & SP
GR
HEADCOUNT
CAS
COBA
CEHS
VC
Other
UNIV TOT
F2007
40
51
764
50
17
922
F2008
33
60
956
60
16
1125
F2009
31
77
950
53
12
1123
F2010
54
74
892
50
20
1090
F2011
65
85
872
66
8
1096
F2012
57
117
777
40
5
996
F2013
43
108
641
72
17
881
F14‐proj
F15‐proj
F16‐proj
65
130
705
90
0
990
70
150
705
105
0
1030
70
165
735
90
0
1060
CREDIT HRS
GR F FTE
% FTE to HD
GR SP FTE
% F to SP FTE
F2007
454
0.49
449
0.99
F2008
543
0.48
503
0.93
F2009
539
0.48
532
0.99
F2010
532
0.48
527
0.99
F2011
549
0.5
534
0.97
F2012
509
0.51
476
0.97
F2013
426
0.50
413
0.97
10068
F14‐proj
F15‐proj
F16‐proj
495
0.50
480
0.97
11702
515
0.50
500
0.97
12175
530
0.50
514
0.97
12529
G SCH F & SP
Note. Headcounts and FTEs are based on fall freeze data from 2007 through 2013. “Engaged Learner” and undecided students
are listed in CAS for comparison and trend purposes.
Clarion University Workforce Plan – Oct. 28, 2013
Page 27 of 27
Clarion University's Strategic Directions
The Clarion Mission: Clarion University of Pennsylvania provides transformative, lifelong
learning opportunities through innovative, nationally recognized programs delivered in inclusive,
student-centered environments.
The Clarion Vision: Clarion University will be a leader in high-impact educational practices that
benefit students, employers and community partners.
CLARION UNIVERSITY STRATEGIC GOALS 2012-2017
Clarion University will:
1. Encourage student, faculty and staff success.
Admit, retain and graduate students;
Prepare students for employment;
Infuse high-impact practices;
Grow nationally recognized programs;
Encourage the professional development of faculty and staff;
Create equitable, diverse environments.
2. Promote a diverse student body and employee workforce.
Value the inclusion and experiences of all students and employees.
3. Expand our engagement with society.
Align knowledge and resources with community partners' needs;
Promote community service and volunteerism among students, faculty and staff;
Serve as an economic engine to the region.
4. Thrive financially
Ensure optimal stewardship of resources;
Expand enrollment;
Undertake a comprehensive capital campaign.
Clarion University Workforce Plan – Oct. 28, 2013