Phase 1 | Planning and senior leadership recruitment (July 2014 to July 2016):

  • Complete creation of ClemsonForward plan
  • Hire new senior leadership

Phase 2 | Reorganization and “Preparing to Invest” (July 2016 to June 2017):

  • Launch new colleges
  • Launch Board of Trustees Impact Score Card
  • Colleges and other units revise strategic plans
  • Grow and repurpose revenues to fund priorities
  • Complete academic facilities and enrollment plans
  • Make initial investments in targeted research priorities
  • Prepare colleges, departments and programs for more significant investment

Phase 3 | Investment (July 2017 to June 2020):

  • Construct two new buildings and complete two additional renovations
  • Launch competitive research and graduate education investment funds
  • Invest significantly in two to three research institutes
  • Invest in signature graduate programs
  • Implement strategic enrollment plan
  • Significantly grow global initiatives
  • Implement evidence-based academic engagement initiative
  • Align philanthropic priorities with University priorities

Phase 4 | Accelerating growth (July 2020 to June 2025):

  • Construct two new buildings and complete at least two major additional renovations
  • Invest significantly in research institutes and strategic hires

Key Enablers

Together these pieces will support the real impact, real experience, real learning and real family that define today’s Clemson. The research, engagement, academic and living goals of ClemsonForward rest on four critical enablers:

  • Strategic Revenue Growth — Manage enrollment, legislative and development priorities while enhancing entrepreneurial activities, operational efficiencies and revenue allocation to support ClemsonForward priorities.
  • Building Futures — Build state-of-the-art new facilities, renovate aging structures and create multi-function spaces that provide a vibrant academic, research and work environment.
  • College reorganization — Enhance the learning and working environment in the seven academic colleges.
  • Accountability and Leadership — Prudently manage resources, focus on impact rather than activity, clearly identify ownership of key initiatives and provide transparency through regular reporting to University leaders, Board of Trustees and the campus community.