Basic HTML Version
Campus Review
March 6, 2012
Page 10
Action Step IV:
Increase service levels
through continuous process improvement,
making use of technology and enabling
users to engage in self-service.
Action Step V:
Fund a Sponsored
Program Officer position to work with
faculty to identify grant-funding opportu-
nities and provide grant writing support
and related training.
Action Step VI:
Develop where possible
differential tuition and fee schedules for
high demand academic programs.
Action Step VII:
Create and implement
Continuing Education activities and pro-
grams as well as on-line learning that pro-
vide learners an enriched experience and
generate a financial return on investment
for the benefit of the University.
E.
Provide an inviting and supportive
campus community for faculty, staff, and
students.
Action Step I:
Enrich and enhance the
cultural, intellectual, and personal experi-
ence of the entire University community
(faculty, staff, students, trustees) by
recruiting and retaining individuals with
diverse backgrounds and perspectives.
Action Step II:
Provide the University
community with a variety of campus serv-
ices in a friendly, convenient, and efficient
manner that improves the overall experi-
ence of our students and the professional
experience of our faculty and staff.
Action Step III:
Create a supportive work
environment that encourages input and
collaboration that enables faculty and
staff to optimize their personal and pro-
fessional development.
Action Step IV:
Adopt best practices,
support innovative approaches, and con-
tinue to embrace technology to enhance
research and administrative functions and
improve learning and communication.
Action Step V:
Cultivate a campus cul-
ture and environment that encourages all
campus members to engage and partici-
pate with the University community in a
variety of activities.
Why is Strategic Planning
Important for Clayton State?
by Jim Flowers, Strategic Planning Officer
“The work of the Strategic Planning Advisory Committee has been done in the
context of changing times for higher education, as well as a necessity for this univer-
sity to be able to define success on our own terms—terms that reflect an authentic
assessment of who we are, where we have been and what we can do as well if not bet-
ter than other institutions of higher education.”
President Tim Hynes
Challenges in the economy have led to
significant reductions in state funding
for institutions such as Clayton State.
Economic challenges have affected the
choices students must make with
regards to postsecondary education.
However, along with those challenges
come opportunities.
An institution’s future depends upon
its ability to recognize the external
threats and opportunities, internal weak-
nesses and strengths, and the alignment
of institutional resources to meet those
challenges. Strategic planning ensures
those factors are recognized and is one
of the most important activities of an
institution of higher education (Hughes
and White 2010).
Organizations must adapt to changing
environments. The new strategic plan
for Clayton State identifies a number
of opportunities to be realized upon
successful plan implementation.
Those opportunities include:
• Creation of innovative, successful
learning programs that prepare stu-
dents for productive careers
• Creation of methods of learning for
students, faculty and community
partners using technology which will
be recognized nationally for efficien-
cy and effectiveness
• Successful and sustained partner-
ships with K12 systems in Henry,
Clayton, Fayette, and Fulton counties
to prepare students for college stud-
ies, improving graduation rates and
time-to-completion of degrees
• Graduates will have at least one
Current Strategic Plan Activities
Strategic Planning Officer Jim Flowers
has several initiatives moving forward
for the Clayton State Strategic Plan, not
the least of which is this on-going
series of articles in Campus Review.
While seemingly holed up over at
Clayton State -- East, Flowers has, in
reality, been as busy as the proverbial
beaver, conducting the recent IT survey
of students, faculty, staff and even
Continuing Education students. On-cam-
pus focus groups, based on the results of
those surveys will be starting soon.
A second information-gathering effort -
the Strategic Plan Action Step
Inventory -- is in the works.
Department heads and chairs should
have received a preliminary introduc-
tion to this initiative.
In preparation for the planning of next
year’s activities, Flowers is requesting
that department directors and chairs
conduct an inventory of CURRENT
activities as they align with specific
action steps of the strategic plan. A
description of the process proposed
and the instrument to be used to gather
activities will be coming shortly from
Flowers' office, and more detail will be
included in the next issue of Campus
Review.
Also in the works is a special quarterly
PDF-format newsletter from President
Dr. Thomas Hynes, summarizing on-
going strategic plan activities. Look for
the first issue within the month.
Strategic Plan, cont’d. from p. 7
Strategic Plan, cont’d., p. 11
Plan Importance, cont’d., p. 11