2016_SUNY_Optometry_PRR

Key Update  ‐ Enrollment Management: At the time of 2011 MSCHE review, the College had just completed a comprehensive study of the eye care workforce for New York State and had submitted to SUNY System administration an enrollment management plan to expand the Doctor of Optometry Degree Program by 3 2 % (25 additional students per year) to meet the future eye care needs in New York State. That plan was subsequently approved and full implementation will occur with the class entering in the fall of 2017. At that time total enrollment is expected to reach about 400. This is noted here as it impacts virtually every standard.

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Standards 1, 2 & 7: Mission, Goals, Planning and Assessment The College maintains a strong commitment to strategic planning and evidence ‐ based decision making. Commensurate with strategic planning is a systematic commitment to assessment. We believe this is a significant strength of the College that has guided decision making and the deployment of resources. Foundational to this is the College’s institutional assessment plan, which was approved in 2013. More details on planning and assessment are provided in Sections 5 and 6 of this Periodic Review Report. The College has embraced openness and transparency as an integral part of that commitment. Detailed outcomes data are publicly available at http://www.sunyopt.edu/offices/institutional ‐ research/factbook/. (The opening page for Factbook is in Appendix 5.1 .) The president’s most recent status overview of the current strategic plan was presented to the College community as part of the 2016 State of the College Address. All state of the college addresses can be found at http://www.sunyopt.edu/offices/institutional_research/state_of_the_college_addresses. (An example is given in Appendix 5.12 .) Key Challenges In addition to a focused discussion of progress on the strategic plan, the president’s 2015 State of College Address identified four broad themes for institutional development. These themes embrace the challenges before the College and express tactically the strategic goals and objectives of the strategic plan. Each also represents an opportunity for growth that can contribute to long ‐ term financial stability of the institution while expanding the College’s programming and impact as a doctoral ‐ research institution.

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