Clemson unveils strategic plan; gets 'back on offense'
Published: February 17, 2011
CLEMSON — Clemson University unveiled a long-term strategic plan to invest in new faculty hires, student engagement, upgraded facilities and technology, and faculty and staff compensation over the next five years — with most of the funding to come from existing resources.
In presenting the results of more than a year of planning, university President James F. Barker said it is time for Clemson to “get back on offense. For the past two years, we’re been playing defense – waiting for the next budget cut and looking over our shoulders. We had a good excuse — the Great Recession — but it’s time to move on and start building for the future.”
At a town meeting Thursday, Barker laid out a series of investments, divestments and new revenues, saying internal reallocations will be a major source of funding for the new plan.
Proposed investments over the next five years include:
- Faculty to fill endowed chairs funded through the state’s Centers of Economic Excellence program to support economic development, and teams of researchers in strategic areas such as energy, transportation and health;
- Competitive scholarships and graduate stipends;
- Engagement, entrepreneurship and leadership experiences for all undergraduate students;
- Facilities, technology and infrastructure, including the first phase of updating Clemson’s outdated utility system and phasing out the use of coal; and
- Targeted performance-based raises and “bottom-line bonuses” to reward faculty and staff for generating revenue or cost savings.
“It will be controversial, in this climate, to talk about raises and bonuses, but we need to attract and retain top performers,” Barker said. “One of the benefits of having a top-tier university is attracting smart, talented faculty and staff, who in turn attract top students, external funding and partnerships with corporations who want to work with smart, talented people.
Funding the plan will require “divestments” and reallocations coupled with aggressive efforts to generate new revenue, such as:
- Targeted retirement and severance incentives;
- Reallocation of existing funds for capital and technology improvements;
- Sale of a university airplane;
- Elimination of selected low-enrollment degree programs as current majors graduate; and
- Increased revenue from summer school, distance and executive education, research and private partnerships.
Proposed facility enhancements underscore the variety of funding options Clemson plans to pursue. Renovations to Freeman Hall will be funded from revenue the industrial engineering department generates from online degree programs. Tuition from enrollment growth in architecture will help fund a new facility for the Charleston Architecture Center. Proposed legislative regulatory reform will make it possible to develop student housing and multi-use facilities through public-private partnerships. Existing fund balances, debt capacity and private gifts will cover the cost of renovations to Sirrine Hall and a new engineering and science building.
Barker stressed that divestments and reallocations are not merely to offset state budget cuts. “They are about positioning Clemson to be successful in this funding climate — as a more independently-funded, public university,” he said.
Some academic and administrative departmental restructurings will improve academic quality, create opportunities for collaboration that can lead to new degree programs and enhance student services, he said.
For example, merging the Michelin Career Center and Cooperative Education will give students a one-stop shop for career-preparation services. The restructured department will develop a new “internal co-op” program to engage more students in meaningful, professional-level work experiences at Clemson locations on campus and around the state.
After campus review and development of implementation plans, the final version will be presented to Clemson’s board of trustees for approval later this spring.
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