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Strategic
DIRECTIONS
REPORT
We have
accomplished
much, and we
have more to do.
Dear colleagues and friends,
First and foremost, thank you
for your continued love and
support of Clarion University.
This is the first report of
Expand our
engagement
accomplishments resulting
with society
from the extensive
strategic planning
conducted in 2011 and
2012 which led to the
widespread adoption
of our 2012-2017 strategic plan. During this time, the
university has undergone tremendous change and
challenge. We are a university, as you will learn,
under construction. We are building and rebuilding
our academic programs, facilities and enrollment.
We are a university of talented faculty, committed
staff, hard-working students and loyal alumni. We
have accomplished much, and we have more to do.
As you read this report, please consider how you
can support Clarion – through your time, talent and
treasure. As you read this report, feel free to forward
any suggestions to me (president@clarion.edu) on
how we can do more to make good on our mission
as a university that provides transformative, lifelong
learning opportunities through innovative, nationally
recognized programs delivered in inclusive, studentcentered environments.
Go Eagles!
Karen M. Whitney, Ph.D.
President
Clarion University
Encourage STUDENT, FACULTY AND STAFF success
In meeting its goal of
encouraging student,
faculty and staff success,
Clarion is committed to
infusing high-impact
educational practices
into its programs.
High-impact educational practices are
nationally recognized as increasing
student retention and graduation.
They enrich the student experience
by integrating relevance to career
aspirations.
High-impact educational practices include:
•
•
•
•
•
•
•
First-year seminars and experiences
Common intellectual experiences
Learning communities
Writing-intensive courses
Collaborative assignments and projects
Undergraduate research
Diversity/global learning
•
•
•
Service learning, communitybased learning
Internships
Capstone courses and projects
The philosophy, according to
Dr. Ron Nowaczyk, Clarion’s
provost, is to find a way to go
beyond classroom education in a
way that reinforces the importance
of what is learned there, as it applies
to students’ current academic
careers, as well as afterward.
Clarion’s vision is to “be a leader in
high-impact educational practices
that benefit students, employers
and community partners.”
Students benefit by increased
interaction with fellow students,
faculty and the community; the
community benefits from students
addressing community problems;
and employers benefit through
internships. Faculty members also
benefit, in many instances, from
student involvement in their own
scholarship and research.
As Clarion evaluates the high-impact
educational practices already in
place and those to be implemented,
two areas of focus are capstone
courses and projects, and first-year
seminars and experiences. The
capstone courses and projects
for seniors, which may include a
capstone course, research requirement, service learning or internship,
already exist. Faculty members
believe that adding first-year
seminars will benefit students in
their programs.
“In doing high-impact educational
practices, if we want to strive for
a leadership role, we need to do
more (for students) in the first year,”
Nowaczyk said.
Create EQUITABLE, DIVERSE environments
In keeping with its
mission and core values,
Clarion reaffirms its
commitment to diversity
and equity as integral
parts of educational
excellence and civic
engagement.
Clarion’s Strategic Diversity Equity
Plan is grounded in the university
mission, vision and core values, which,
essentially, are to create a campus
culture of inclusion, according to
Dr. Jocelind Gant, assistant to the
president for social equity.
“If you are going to cultivate an
inclusive environment, every member
of the university community has to
be provided an opportunity to fully
participate,” Gant said.
Through the plan’s goals, Clarion will:
•
•
•
•
•
•
Foster an institutional climate and
inter- and intra-group relations
that affirm inclusivity.
Recruit and retain a diverse
student body that supports
Clarion’s mission to “inclusive
excellence and studentcentered environments.”
Recruit and retain a diverse
workforce that supports Clarion’s
mission to “inclusive excellence
and student-centered
environments.”
Encourage research and
scholarship that reflect an
appreciation of cultural and
social differences.
Encourage the development of
curriculum and teaching methods
that support trans-cultural and
global competency.
Encourage diversity within the
university leadership.
“The plan recognizes that Clarion’s
differing viewpoints, cultures,
backgrounds and gender identities
make for an intellectually robust
and inclusive university in which
to work, learn and succeed,”
said Dr. Karen Whitney, Clarion’s
president.
In its first year, GEMS shows a
95 percent (19 of 20 students)
persistence from fall 2013 to
spring 2014; a 60 percent first-year
retention rate; and a 65 percent
second year persistence rate,
with 12 of 19 students returning
in fall 2014.
One example of Clarion’s
commitment to diversity and
equality is the Golden Eagles Men’s
Success program, which supports
black, male students through
helping them transition to college
by fostering a supportive living,
learning and growing environment.
Black males statistically have an
11 percent lower likelihood of
graduating from college in four
years than white males, and GEMS’
goal is to eliminate that gap.
Gant said if a student leaves
Clarion without having had the
opportunity to learn and interact
with a diverse and equitable
population, that student is not
prepared for the world as
it is today.
“He or she is likely to have a
diverse environment in his or her
workplace … students have to
learn to interact with people who
are culturally and socially different
from them,” she said.
It is the policy of Clarion University of Pennsylvania that there shall be equal opportunity in all of
its educational programs, services, and benefits, and there shall be no discrimination with regard to a
student’s or prospective student’s race, color, religion, sex, national origin, disability, age, sexual orientation/
affection, gender identity, veteran status, or other classifications that are protected under Title IX of
the Education Amendments of 1972, Section 504 of the Rehabilitation Act of 1973, the Americans with
Disabilities Act of 1990, and other pertinent state and federal laws and regulations. Direct inquiries
regarding equal opportunity, Title IX or services and facility accessibility to: Assistant to the President
for Social Equity/Title IX and 504/ADA Coordinator, Clarion University of Pennsylvania, 207 Carrier
Administration Building 16214-1232. Email jgant@clarion.edu or phone 814-393-2109. Inquiries may also
be directed to the Director of the Office for Civil Rights, Department of Education, 330 Independence
Avenue, SW, Washington, DC 20201. 9/2014
Expand ENGAGEMENT WITH society
When Clarion
considers improvements to its facilities,
it considers another
constituency in
addition to the
campus community –
Clarion Borough
and neighboring
municipalities.
One example is the renovation of
Tippin Gymnasium and Natatorium,
which is used extensively by local
high schools.
Clarion is working with planning
consultants Perkins Eastman, who
have analyzed data from research
and meetings with constituents
to determine the physical characteristics that Clarion needs.
“President Whitney noticed that so
many of our older buildings turn
their backs to the community, and
she made clear to the planners that
we don’t want to create a walled
fortress,” Taylor said. “So, with the
Tippin renovation, we’re creating a
lot of glass on the Greenville Avenue
side, so the community will see a lot
of activity,” Taylor said.
“We want a place where people
feel comfortable taking a walk
around campus and seeing the
beautiful landscaping. We are
trying to create spaces to be used
by the community,” said Ric Taylor,
director of facilities planning.
“Newer facilities will make that even
more desirable to the community,”
Taylor said. “Also, as part of the
Tippin project, we will build a
recreation pool at the Student
Recreation Center; it’s intended that
public memberships be offered.”
Another example is the construction
of student, suite-style housing on
Main Street. The $66 million project,
being built along both sides of Main
Street, east of Still Hall and west of
Wilkinson, will include universityrelated services such as the
university book store, Starbucks,
a university theater and food
service on the ground floors.
The buildings are intentionally
designed to complement and
support Clarion Borough. Clarion
University Foundation, Inc., in
partnership with Clarion University,
will develop and build the project,
funded entirely by student
housing fees. The first unit will
open in fall 2015, and the second
unit will open a year later.
Another consideration of the
plan is accessibility to the
university and making it easier
for community members to get
to campus, park and use the
facilities.
“We want to be a good neighbor,”
Taylor said. “Our success is
(the communities’) success,
and vice versa.”
Sources of Funds Used to Support Current Operations
Students, tuition/fees (incl. auxiliaries)
State appropriation
Grants and contracts
Reserves funding current operations
All other sources
Total funding to support
current operations
$60,700,000
23,100,000
7,700,000
6,300,000
4,800,000
$102,600,000 100.0%
Thrive FINANCIALLY
Clarion University is in
a year of building and
rebuilding its campus
facilities, academic
programs and support
programs, as well as
launching a new website
and brand.
The university is building and
rebuilding campus facilities with the
new student housing on Main Street,
the renovation of Becht Hall into a
facility dedicated to support
student services and programs, and
the renovation of Tippin Gymnasium
into a modern complex that will
support our health and physical
education activities, as well as
intercollegiate sports.
Clarion is building and rebuilding
academic opportunities by
introducing new programs this year
59.2%
22.5%
7.5%
6.1%
4.7%
Uses of Funds in Current Operations
Salaries/wages
$47,500,000
Employment-related benefits
25,100,000
Total compensation expense
72,600,000
Professional services/honoraria
5,000,000
Depreciation of capital assets
4,700,000
Maint./office/educational supplies 4,400,000
Food/related supplies
3,800,000
Utilities
2,500,000
Other costs
2,000,000
Custodial/security/other services
1,800,000
Advertising
1,600,000
Computing/telecommunications
1,400,000
Real estate/equipment lease/rentals 1,000,000
Travel and transportation
900,000
Interest expense
600,000
Bad debts expense
300,000
Total funds used for
current operations
such as the Bachelor of Science in
Nursing. The Doctorate in Nursing
Practice (with Edinboro University)
is recruiting for the 2015 summer
class. The School of Education is
offering students and teachers
an endorsement to teach online
courses, the first in State System
history. On top of that, the fouryear criminal justice program is
under review in Harrisburg, and
a proposal for a degree in
nutrition and fitness is close to
the submission stage.
Clarion is also building and
rebuilding academic programs
to respond even better to the
needs of society and interests of
students. The educational faculty
is being more intentional about
offering programs leading to dual
certification, a qualification that
school districts in western
Pennsylvania seek.
46.3%
24.5%
70.8%
4.9%
4.6%
4.3%
3.7%
2.4%
1.9%
1.8%
1.6%
1.4%
1.0%
0.9%
0.6%
0.3%
$102,600,000 100.0%
Finally, the university is building and
rebuilding how we tell our compelling
Clarion story by launching a new
website and brand, both designed
to reposition us with current and
potential students.
Combined, these efforts are
intended to support President
Whitney’s priorities in the 2014-15
academic year, growing enrollment
and building upon fundraising
initiatives.
In addition to its own rebuilding,
Clarion has partnered with Clarion
Borough in the Clarion Blueprint
Communities initiative which, over
the next several years, will engage
local residents and businesses in
developing a clear vision and
strategic plan for change in Clarion;
work to develop stronger local
leadership; and attract investments
to build a healthier, sustainable
community.
DIRECTIONS
REPORT
We have
accomplished
much, and we
have more to do.
Dear colleagues and friends,
First and foremost, thank you
for your continued love and
support of Clarion University.
This is the first report of
Expand our
engagement
accomplishments resulting
with society
from the extensive
strategic planning
conducted in 2011 and
2012 which led to the
widespread adoption
of our 2012-2017 strategic plan. During this time, the
university has undergone tremendous change and
challenge. We are a university, as you will learn,
under construction. We are building and rebuilding
our academic programs, facilities and enrollment.
We are a university of talented faculty, committed
staff, hard-working students and loyal alumni. We
have accomplished much, and we have more to do.
As you read this report, please consider how you
can support Clarion – through your time, talent and
treasure. As you read this report, feel free to forward
any suggestions to me (president@clarion.edu) on
how we can do more to make good on our mission
as a university that provides transformative, lifelong
learning opportunities through innovative, nationally
recognized programs delivered in inclusive, studentcentered environments.
Go Eagles!
Karen M. Whitney, Ph.D.
President
Clarion University
Encourage STUDENT, FACULTY AND STAFF success
In meeting its goal of
encouraging student,
faculty and staff success,
Clarion is committed to
infusing high-impact
educational practices
into its programs.
High-impact educational practices are
nationally recognized as increasing
student retention and graduation.
They enrich the student experience
by integrating relevance to career
aspirations.
High-impact educational practices include:
•
•
•
•
•
•
•
First-year seminars and experiences
Common intellectual experiences
Learning communities
Writing-intensive courses
Collaborative assignments and projects
Undergraduate research
Diversity/global learning
•
•
•
Service learning, communitybased learning
Internships
Capstone courses and projects
The philosophy, according to
Dr. Ron Nowaczyk, Clarion’s
provost, is to find a way to go
beyond classroom education in a
way that reinforces the importance
of what is learned there, as it applies
to students’ current academic
careers, as well as afterward.
Clarion’s vision is to “be a leader in
high-impact educational practices
that benefit students, employers
and community partners.”
Students benefit by increased
interaction with fellow students,
faculty and the community; the
community benefits from students
addressing community problems;
and employers benefit through
internships. Faculty members also
benefit, in many instances, from
student involvement in their own
scholarship and research.
As Clarion evaluates the high-impact
educational practices already in
place and those to be implemented,
two areas of focus are capstone
courses and projects, and first-year
seminars and experiences. The
capstone courses and projects
for seniors, which may include a
capstone course, research requirement, service learning or internship,
already exist. Faculty members
believe that adding first-year
seminars will benefit students in
their programs.
“In doing high-impact educational
practices, if we want to strive for
a leadership role, we need to do
more (for students) in the first year,”
Nowaczyk said.
Create EQUITABLE, DIVERSE environments
In keeping with its
mission and core values,
Clarion reaffirms its
commitment to diversity
and equity as integral
parts of educational
excellence and civic
engagement.
Clarion’s Strategic Diversity Equity
Plan is grounded in the university
mission, vision and core values, which,
essentially, are to create a campus
culture of inclusion, according to
Dr. Jocelind Gant, assistant to the
president for social equity.
“If you are going to cultivate an
inclusive environment, every member
of the university community has to
be provided an opportunity to fully
participate,” Gant said.
Through the plan’s goals, Clarion will:
•
•
•
•
•
•
Foster an institutional climate and
inter- and intra-group relations
that affirm inclusivity.
Recruit and retain a diverse
student body that supports
Clarion’s mission to “inclusive
excellence and studentcentered environments.”
Recruit and retain a diverse
workforce that supports Clarion’s
mission to “inclusive excellence
and student-centered
environments.”
Encourage research and
scholarship that reflect an
appreciation of cultural and
social differences.
Encourage the development of
curriculum and teaching methods
that support trans-cultural and
global competency.
Encourage diversity within the
university leadership.
“The plan recognizes that Clarion’s
differing viewpoints, cultures,
backgrounds and gender identities
make for an intellectually robust
and inclusive university in which
to work, learn and succeed,”
said Dr. Karen Whitney, Clarion’s
president.
In its first year, GEMS shows a
95 percent (19 of 20 students)
persistence from fall 2013 to
spring 2014; a 60 percent first-year
retention rate; and a 65 percent
second year persistence rate,
with 12 of 19 students returning
in fall 2014.
One example of Clarion’s
commitment to diversity and
equality is the Golden Eagles Men’s
Success program, which supports
black, male students through
helping them transition to college
by fostering a supportive living,
learning and growing environment.
Black males statistically have an
11 percent lower likelihood of
graduating from college in four
years than white males, and GEMS’
goal is to eliminate that gap.
Gant said if a student leaves
Clarion without having had the
opportunity to learn and interact
with a diverse and equitable
population, that student is not
prepared for the world as
it is today.
“He or she is likely to have a
diverse environment in his or her
workplace … students have to
learn to interact with people who
are culturally and socially different
from them,” she said.
It is the policy of Clarion University of Pennsylvania that there shall be equal opportunity in all of
its educational programs, services, and benefits, and there shall be no discrimination with regard to a
student’s or prospective student’s race, color, religion, sex, national origin, disability, age, sexual orientation/
affection, gender identity, veteran status, or other classifications that are protected under Title IX of
the Education Amendments of 1972, Section 504 of the Rehabilitation Act of 1973, the Americans with
Disabilities Act of 1990, and other pertinent state and federal laws and regulations. Direct inquiries
regarding equal opportunity, Title IX or services and facility accessibility to: Assistant to the President
for Social Equity/Title IX and 504/ADA Coordinator, Clarion University of Pennsylvania, 207 Carrier
Administration Building 16214-1232. Email jgant@clarion.edu or phone 814-393-2109. Inquiries may also
be directed to the Director of the Office for Civil Rights, Department of Education, 330 Independence
Avenue, SW, Washington, DC 20201. 9/2014
Expand ENGAGEMENT WITH society
When Clarion
considers improvements to its facilities,
it considers another
constituency in
addition to the
campus community –
Clarion Borough
and neighboring
municipalities.
One example is the renovation of
Tippin Gymnasium and Natatorium,
which is used extensively by local
high schools.
Clarion is working with planning
consultants Perkins Eastman, who
have analyzed data from research
and meetings with constituents
to determine the physical characteristics that Clarion needs.
“President Whitney noticed that so
many of our older buildings turn
their backs to the community, and
she made clear to the planners that
we don’t want to create a walled
fortress,” Taylor said. “So, with the
Tippin renovation, we’re creating a
lot of glass on the Greenville Avenue
side, so the community will see a lot
of activity,” Taylor said.
“We want a place where people
feel comfortable taking a walk
around campus and seeing the
beautiful landscaping. We are
trying to create spaces to be used
by the community,” said Ric Taylor,
director of facilities planning.
“Newer facilities will make that even
more desirable to the community,”
Taylor said. “Also, as part of the
Tippin project, we will build a
recreation pool at the Student
Recreation Center; it’s intended that
public memberships be offered.”
Another example is the construction
of student, suite-style housing on
Main Street. The $66 million project,
being built along both sides of Main
Street, east of Still Hall and west of
Wilkinson, will include universityrelated services such as the
university book store, Starbucks,
a university theater and food
service on the ground floors.
The buildings are intentionally
designed to complement and
support Clarion Borough. Clarion
University Foundation, Inc., in
partnership with Clarion University,
will develop and build the project,
funded entirely by student
housing fees. The first unit will
open in fall 2015, and the second
unit will open a year later.
Another consideration of the
plan is accessibility to the
university and making it easier
for community members to get
to campus, park and use the
facilities.
“We want to be a good neighbor,”
Taylor said. “Our success is
(the communities’) success,
and vice versa.”
Sources of Funds Used to Support Current Operations
Students, tuition/fees (incl. auxiliaries)
State appropriation
Grants and contracts
Reserves funding current operations
All other sources
Total funding to support
current operations
$60,700,000
23,100,000
7,700,000
6,300,000
4,800,000
$102,600,000 100.0%
Thrive FINANCIALLY
Clarion University is in
a year of building and
rebuilding its campus
facilities, academic
programs and support
programs, as well as
launching a new website
and brand.
The university is building and
rebuilding campus facilities with the
new student housing on Main Street,
the renovation of Becht Hall into a
facility dedicated to support
student services and programs, and
the renovation of Tippin Gymnasium
into a modern complex that will
support our health and physical
education activities, as well as
intercollegiate sports.
Clarion is building and rebuilding
academic opportunities by
introducing new programs this year
59.2%
22.5%
7.5%
6.1%
4.7%
Uses of Funds in Current Operations
Salaries/wages
$47,500,000
Employment-related benefits
25,100,000
Total compensation expense
72,600,000
Professional services/honoraria
5,000,000
Depreciation of capital assets
4,700,000
Maint./office/educational supplies 4,400,000
Food/related supplies
3,800,000
Utilities
2,500,000
Other costs
2,000,000
Custodial/security/other services
1,800,000
Advertising
1,600,000
Computing/telecommunications
1,400,000
Real estate/equipment lease/rentals 1,000,000
Travel and transportation
900,000
Interest expense
600,000
Bad debts expense
300,000
Total funds used for
current operations
such as the Bachelor of Science in
Nursing. The Doctorate in Nursing
Practice (with Edinboro University)
is recruiting for the 2015 summer
class. The School of Education is
offering students and teachers
an endorsement to teach online
courses, the first in State System
history. On top of that, the fouryear criminal justice program is
under review in Harrisburg, and
a proposal for a degree in
nutrition and fitness is close to
the submission stage.
Clarion is also building and
rebuilding academic programs
to respond even better to the
needs of society and interests of
students. The educational faculty
is being more intentional about
offering programs leading to dual
certification, a qualification that
school districts in western
Pennsylvania seek.
46.3%
24.5%
70.8%
4.9%
4.6%
4.3%
3.7%
2.4%
1.9%
1.8%
1.6%
1.4%
1.0%
0.9%
0.6%
0.3%
$102,600,000 100.0%
Finally, the university is building and
rebuilding how we tell our compelling
Clarion story by launching a new
website and brand, both designed
to reposition us with current and
potential students.
Combined, these efforts are
intended to support President
Whitney’s priorities in the 2014-15
academic year, growing enrollment
and building upon fundraising
initiatives.
In addition to its own rebuilding,
Clarion has partnered with Clarion
Borough in the Clarion Blueprint
Communities initiative which, over
the next several years, will engage
local residents and businesses in
developing a clear vision and
strategic plan for change in Clarion;
work to develop stronger local
leadership; and attract investments
to build a healthier, sustainable
community.