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President’s 500-day plan begins
Clarion University President Karen Whitney, confident in her new 500-day plan, exits her office to face the blustery weather. Kelsey Huebert / The Clarion Call
Clarion, Pa. – Clarion University President Karen Whitney has released her working 500-day plan for her role at the university. This plan comes as a result of the 90 days of “hitting the ground listening,” Whitney said, and numerous meetings with students, faculty, staff, community leaders and university trustees.
“My job description, the things the Clarion University family had to say, and asking the big questions went into the
500-day plan.”
Five major priorities, or dimensions, have emerged and formed the foundation of the plan.
Academic advancement stands out as the first. The goals here include increasing the number of annual Clarion
graduates and the percentage of the regional population with a degree from Clarion. Whitney hopes to achieve these
goals by streamlining the organizational structure of the university and working with other institutions to increase
graduation.
The second dimension of the plan is the maintenance of the campus climate, focusing on civility and dialogue. By
inviting and encouraging more conversation about the advancement of the university, Whitney said the entire
environment will be more cohesive.
“We need to have a climate of open dialogue on campus,” Whitney said, “because it makes all of our communication
that much more valuable.”
Civic engagement enters the list here. Whitney hopes to present a clear picture of the university’s efforts to enhance the
quality of life for the region. Whitney also wants to represent the university, and work closely with local, state and
national civic organizations.
Fiscal planning and responsibility describe the financial stewardship dimension. Whitney said she would like to see
“clear financial models in place.”
The final dimension of institutional leadership focuses on maintaining the confidence of faculty, staff and students by
recruiting and retaining qualified individuals to support the president, the vice president and provost positions.
This dimension also addresses the assessment of university actions. Here, Whitney proposes the creation of a specific
office to do just that, plan, assess and improve the university.
Whitney said the 500-day plan is “ambitious, but attainable.”
Whitney said carrying out the plan will be as challenging as drafting it, if not more.
“There may be things I didn’t know when I prepared the plan that I may learn about,” Whitney said, “and that may cause
me to want to change.”
Whitney smiled and gestured to her black coat and gold scarf.
“It’s like trying to take the football down the field,” Whitney said, “and I have to be flexible enough to play from side to
side.”
Whitney said the roles of faculty, staff, students and alumni are weaved throughout her plan.
“Everybody is effected,” Whitney said, “but students are the reason for being here.
Whitney said dialogue with students is crucial to many parts of her plan.
“From recruiting students to retaining students,” Whitney said, “their input can make all the difference.”
Whitney is available for appointments at her office in Carrier Hall.
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