2016_SUNY_Optometry_PRR

1. Institutional Reach : To meet the challenge of interprofessional education, expand the College’s partnerships within the New York City health care community by collaborating with additional hospitals and community health centers to provide contemporary health care education in interprofessional practice environments. The College will seek to develop IPE opportunities in its didactic curriculum through creative programing and partnering with other health profession institutions in the greater New York area. 2. Infrastructure – the University Eye Center: Based on the need for a comprehensive renovation of the College’s clinical care facility, develop an academic health center environment that supports flexibility, anticipates future trends in eye care delivery, and provides exceptional education for our students and care of our patients. 3. Intellectual Leadership: To remain an intellectual leader in the profession, continue to invest in and expand the College’s basic, translational and clinical research programs in a manner that increases the impact of the research programs, attracts highly qualified researchers to the College and students to the professional and graduate programs, and diversifies sources of funding. 4. Institutional Mission: To diversify the College’s economic base while meeting the challenge of health care reform and the increasing emphasis on team ‐ based health care, the College should examine its mission and consider the development of additional health professions degree programs . Standard 3: Institutional Resources Operating Funds The College of Optometry is in a strong financial position in spite of the cutbacks several years ago during the Great Recession and limited investment by the State since. A combination of financial discipline, right ‐ sizing and program (enrollment) expansion has put the College on solid footing for the foreseeable future. Specific actions/outcomes since 2011 include:  New revenue growth associated with the expanded enrollment in the professional degree program.  Review and right ‐ sizing of faculty for the University Eye Center. Identified as a challenge in 2011, this resulted in the non ‐ renewal of 24 PT Faculty (most of whom retired) and a savings of over $1M.  Successful completion of the College ‐ affiliated foundation (OCNY) $10M campaign: The Vision & the Promise in the fall of 2014.  Judicious use of fund balances, allowing for a soft landing following State cut ‐ backs.  The leadership team’s adherence to sound fiscal stewardship. The College uses a multi ‐ year all ‐ funds projections model. Based on the actions above, the College compensated for the decrease in State funding, and the next several years should continue to result in funds added to our fund ‐ balance. Those, in turn, will finance new initiatives and capital investment. Summary projections are as follows:

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