2016_SUNY_Optometry_PRR

Based on feedback received at the faculty retreat, the draft strategic plan was revised by the vice presidents and IRPC. Further feedback was solicited by making the plan available to the entire College community through a link on the College’s monthly newsletter, FY EYE . Additionally, it was reviewed and endorsed by the Faculty Executive, Student and President’s Councils. The final 2013  ‐ 2018 strategic plan, Creating a Legacy of Leadership ( Appendix 5.3 ), was endorsed by the College Council and approved by the president effective July 1, 2013. The plan was then distributed widely to the College community and interested parties – it was included in the distribution of the College’s Annual report and mailed to

approximately 3,000 people  ‐‐   and published on the College’s website. Campus Strategic Planning and Its Linkage to SUNY Excels

In an effort to align the strategic goals of individual campuses with those of University, SUNY developed SUNY Excels. This program, which was launched in 2015, identified the following five system ‐ wide metrics:  Access  Completion

 Success  Inquiry  Engagement

Each SUNY campus was asked to analyze its performance for the five metrics and provide a detailed report to SUNY Administration that includes past data and future projections. As can be seen in the spreadsheet submitted to SUNY System ( Appendix 5.4 ), data are provided on broad range of activities, including enrollment; student diversity (geographic, race/ethnic and gender); faculty and staff trends and diversity; degrees awarded; student default rates; research expenditures, disclosures, patents and licenses and alumni philanthropy. 4 Since our campus normally tracks most of these data as part of its routine outcomes assessment processes, we were readily able to assemble the requested data. As part of SUNY Excels, each SUNY campus was asked to formulate a Performance Improvement Plan (PIP). SUNY approved the College’s plan ( Appendix 5.5 ) in fall, 2015. A fundamental purpose of the College’s PIP is to make explicit the alignment of our campus’s strategic goals with those of SUNY. The plan discusses each of the five metrics (access, completion, success, inquiry and engagement) in detail. Future plans, investment and key performance measures are specified for each of the metrics. Formulation of the College’s PIP is a natural outgrowth of the planning and assessment processes the College has historically had in place. A Legacy of Leadership ( Appendix 5.3 ), the College’s strategic plan, was developed with explicit links to The Power of SUNY , SUNY’s strategic plan. Implementation of the College’s strategic goals is assessed using the College’s Institutional Assessment Plan, which served as the basis for many of the key performance indicators included in our PIP.

4 Certain items in the SUNY spreadsheet are not reported for our campus since they pertain only to undergraduate programs. SUNY State College of Optometry offers no undergraduate courses or degrees.

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