Clemson University

Mission, Vision and Goals


Clemson will be one of the nation's top 20 public universities.


The mission of Clemson University is to fulfill the covenant between its founder and the people of South Carolina to establish a "high seminary of learning" through its historical land-grant responsibilities of teaching, research and extended public service.

Clemson University is a selective, public, land-grant university in a college-town setting along a dynamic southeastern corridor. The University is committed to world-class teaching, research and public service in the context of general education, student development and continuing education. Clemson's desire is to attract a capable, dedicated and diverse student body of approximately 12,000 to 14,000 undergraduate and 4,000 to 5,000 graduate students, with priority to students from South Carolina.

Clemson offers a wide array of high quality baccalaureate programs built around a distinctive core curriculum. Graduate and continuing education offerings respond to the professions, while doctoral and research programs contribute to the economic future of the state, nation and world. The University emphasizes agriculture, architecture, business, education, engineering, natural resources, science and technology. The University also promotes excellence in education and scholarship in selected areas of the creative arts, health, human development, the humanities and social sciences. In all areas, the goal is to develop students' communication and critical-thinking skills, ethical judgment, global awareness, and scientific and technological knowledge. Students remain the primary focus of the University.

Just as Clemson values its students, the University also values its faculty and staff who have committed their talents and careers to advance its mission. Clemson pledges to support their work, to encourage their professional development, to evaluate their professional performance and to compensate them at nationally competitive levels.


Improve student quality and performance.

  • Enroll a top-15 undergraduate freshman class.
  • Increase undergraduate student applications in focus areas by 20%.
  • Meet objectives of the diversity plan for students.
  • Increase Critical Thinking, Writing and Mathematics  proficiency scores from freshman to senior year as measured by the ETS Proficiency Profile.
  • Increase the number and quality of doctoral students in focus areas by 30%.
  • Increase the number of nationally competitive awards received by undergraduate and graduate students, including two Rhodes Scholars.
  • Increase the number of undergraduate and graduate students presenting papers/posters at national meetings.
  • Monitor graduating students' employment, continued education and other indicators of success.

Provide every student opportunities for engagement and leadership.

  • Double the number of students participating in Creative Inquiry (CI) and service-learning projects.
  • Increase the number of external internships and co-ops.
  • Increase the number of internal (campus) internships to engage 500 students annually.
  • Double the number of students participating in study abroad programs.
  • Establish or enhance two Living-Learning Communities on campus each year.

Recruit, retain and reward faculty and staff quality, performance and productivity.

  • Increase the successful completion of participants' Staff Development Programs.
  • Strategically reward outstanding performance through competitive compensation measures.
  • Hire 86 new faculty members with increased funding in five focus areas.
  • Meet objectives of the diversity plan for faculty and staff.
  • Increase the number of national academy members to 10.
  • Ensure talented leaders are available to manage key new initiatives.
  • Increase research expenditures by 50%.
  • Continue to support economic development through job growth and capital investment in SC through innovation and research.
  • Increase government, university and industry partnerships. 

Build competitive technology and information infrastructure.

  • Deploy new student and research information systems successfully.
  • Enhance business system capabilities to decrease transaction costs.
  • Increase the number and quality of technology-enhanced classrooms.
  • Measure the effect of high performance computing on productivity.
  • Leverage enhanced infrastructure for partnerships and shared cloud services.
  • Replace 35% of paper journals collections with online or shared library resources.

Maintain an environment that is healthy, safe and attractive.

  • Enhance and build teaching, research, student life and athletic facilities.
  • Address deferred maintenance.
  • Upgrade the campus utilities infrastructure.
  • Increase consistently University enforcement of student alcohol and other drug-related incidences until the intensity and frequency of violations are reduced.
  • Decrease student self-reported harms.

Increase the reputation of the University: state, national and international.

  • Successfully complete our current capital campaign.
  • Enhance and publicize state, national and international accomplishments by faculty, staff and students.
  • While maintaining full compliance and academic progress/graduate success rates above the ACC/SEC mean, field nationally competitive teams—as measured by top-25 national rankings, NCAA tournament participation to include national, ACC division and conference championships.