Positioning the University for continued success during a period of dramatic change in higher education
Aspirational, what we want to become, what we want to be known for
To become a national model for university-based community engagement and for equipping students with the knowledge, skills, and motivations for learning and success.
Operational, what we do for a living in pursuit of the vision
Through teaching, scholarship and service, we provide an environment of experience-based learning, enriched by active community engagement that prepares an increasing number of students from all walks of life to succeed in a diverse society.
Cultural, our shared beliefs that guide our priorities and behaviors
Collegiality We treat each other with respect and work together in a spirit of inclusiveness, collaboration and teamwork to serve others and reach common goals.
Excellence We give our best effort and seek continuous improvement in all our activities.
Innovation We are open to new ideas and creative methods for solving problems.
Integrity We promote ethical behavior, taking responsibility for our attitudes, actions and results.
Transparency We support open, honest and continuous communication.
The work of our Strategic Plan 2022 reflects the collective commitment of the Clayton State University community. We build on the achievement of our recent plan as demonstrated by our gained Carnegie classification as a community engaged campus.
For us, this strategic plan is not a mere exercise. It speaks to the heart and soul of our dynamic culture. It represents what we stand for and how we approach our work to promote learning and student success. Through our plan, we remain committed to making the dreams of our University community real. And we will continue to cultivate an environment of engaged, experience-based learning, enriched by active community service. In brief, we participate in the creation of Georgia’s next generation of citizens.
Public higher education nationally wrestles with forces of disruption. But in the framework of those disruptions, we seek to find ways within Strategic Plan 2022 to invest resources that advance Governor Nathan Deal’s Complete College Georgia initiative, and the University System of Georgia’s strategic priorities required to transform components of higher education (www.usg.edu).
For the purposes of our plan, the strategic planning process accomplishes three things according to Nathan Garber & Associates: (1) clarify desired outcomes, (2) select broad strategies and (3) measure progress.
It is our desire and vision to become a national model for community engagement while fostering a learning environment that equips our students for success as citizens. Read more..
Dr. Thomas (Tim) J. Hynes, Jr.
Clayton State University
We have selected strategies that will:
Finally, as we implement these strategies, it will be essential that we measure our progress so we can recognize and celebrate our achievements over the next five years.
We have already begun to position the University in the higher education environment. We will continue to do this without neglecting the reality that the pace of change in the global economy requires that we prepare students who can adapt to that change as a result of learning at Clayton State University. And through that learning and adaptation, make dreams real for all those we serve.
Our focus and frame for tactical planning and resource allocation
1. Increase enrollment, retention, and graduation rates
a. Strategic Enrollment Management Plan: Create a multi-faceted plan, in collaboration across the university, designed to increase enrollment, retention, and graduation rates for all student populations.
b. Support Services for Student Success: Continue development of support services associated with student success, such as improving child care access.
2. Increase external funding
a. Comprehensive Campaign Plan: Develop and implement a comprehensive campaign to increase external funding.
b. Targeted External Grant Support: Obtain external support for University-wide strategic initiatives.
3. Build brand through community engagement and program development focused on career preparation and success
a. PACE (Partnering Academics with Community Engagement): Continue development and implementation of PACE.
b. EDGE (Exploration, Discovery, Goal Setting, and Experience): Increase student participation in internships and other learning opportunities such as job shadowing and mentoring. Students will participate in career-development opportunities along each step of their college paths and learn about the critical knowledge, skills, abilities, and attitudes that employers seek.
c. Laker Solutions: Create a cross-discipline consulting group consisting of students and faculty serving community businesses, non-profits, and chambers of commerce with emphasis on economic development.
d. High Demand Scan: Develop an on-going scanning system for identifying future workforce and employment needs and strategically mapping to curricula development
and maintenance. Include investigation of possible doctoral and professional graduate programs to address unmet market needs, perhaps in collaboration with other institutions. Direct efforts toward complete academic programs as well as specific content clusters.
e. Visit Spivey Hall, Discover Clayton State: Capitalize on databases of community members engaged and served by Spivey Hall’s concert, education, neighborhood outreach and audience development programs, systematically coordinating data-gathering and marketing communications to cultivate relationships and promote Clayton State brand awareness.
f. Faculty and Staff Development 2022: Identify and implement programs to support and recognize continuous learning and growth for faculty and staff.
4. Promote the brand through an integrated marketing communication program
a. Strategic Marketing Plan: Develop and implement a comprehensive external marketing and communication campaign.
b. Institutional Communication Audit: Review and enhance internal communication processes.
5. Advance, recognize, and support innovation in experiential teaching styles, methods of delivery, and research
a. Enhance Teaching Seminar Program: Identify and implement meaningful faculty development programs to support the adoption of experiential teaching methods, scalable technology, and the scholarship of teaching and learning.
6. Continue investing in infrastructure improvements
a. IT and Physical Infrastructure: Continue to invest and, where needed, to expand the infrastructure necessary to support the other strategic initiatives.