2016_SUNY_Optometry_PRR

o Establishment of an annual research open house to introduce potential students to faculty members with similar research interests o Consolidation of numerous, narrowly focused seminars into 4 team ‐ taught seminar courses with broader themes  Based on an analysis of alumni surveys: o Students are now required to participate in an annual seminar day in which they present their research to faculty members and fellow students o In addition to a written research thesis, students are now required to give an oral defense of their work 6. Linked Institutional Planning and Budgeting Process On a five ‐ year cycle, the entire College community participates in a year ‐ long strategic planning process that encourages broad ‐ based participation through formation of ad hoc working groups and involvement of faculty through faculty meetings and the faculty retreat. This process results in the publication of a five ‐ year strategic plan. Day ‐ to ‐ day College operations are informed by the mission, goals and objectives included in this plan. Institutional planning and assessment may be conceptualized as a cyclical process that starts with the establishment of strategic goals and objectives. During this planning process, outcomes measures, including institutional key performance indicators, are established for each goal. Institutional key performance indicators are assembled by the Office of Institutional Research and Planning, generally published on Factbook and updated annually. These and other data are utilized by the College vice presidents to analyze progress with respect to the strategic plan. The analyses are presented to the IRPC and senior management team at Annual Implementation Meetings (AIMs) (see Appendix 5.8 for examples). When analyses reveal shortcomings in attaining institutional goals, corrective actions are initiated by the appropriate administrative unit. The diagram on page 31 of this PRR, which is taken from the College’s published assessment plan ( Appendix 5.6 ), summarizes the planning and assessment cycle. Each College unit – Academic Affairs, University Eye Center, Student Affairs, Finance and Administration and Institutional Advancement  ‐‐   is led by a vice president who is responsible for the implementation of the College’s mission, goals and objectives in his/her area. The president and five vice presidents constitute the College’s senior management team. Resource allocation is driven by the College’s strategic plan. When submitting annual budget requests, vice ‐ presidents are required to justify each request by linking it to a specific component of the strategic plan. The 2015 ‐ 16 Budget Call Letter and Budget Request Form can be found in Appendices 2.2 and 2.3 , respectively. The College’s Equipment Replacement Policy ( Appendix 2.1 ) is linked to the annual budgeting process. Requests for equipment for the upcoming year and subsequent two years must be related to the strategic plan.

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