2016_SUNY_Optometry_PRR

alignment of the College’s 2013 ‐ 2018 Strategic Plan with the State University of New York’s own plan, “The Power of SUNY”, is expressed through the College of Optometry’s Campus Performance Improvement Plan (PIP) which was approved by SUNY Administration on 22 December 2015 ( Appendix 5.5 , published at http://sunyopt.edu/pdfs/about/SUNY_Excels_Performance_Improvement_Plan.pdf) External Environment Challenges facing the SUNY College of Optometry reside primarily in changes in the external environment. To provide a context for a MSCHE Standards based analysis, the following are key environmental trends to which the College will need to respond over the next several years. Health Care Reform (Standards 2, 3, 5, 10, & 11): With the implementation of the Affordable Care Act, the health care system is undergoing unprecedented change. The impact has been magnified by New York State’s own Medicaid redesign program (DSRIP). Changes in health care delivery create challenges for the College’s owned and operated clinic (the University Eye Center) financially, operationally and in its role within health care generally. Health care reform also requires changes in the doctor of optometry’s didactic and clinical education programs to ensure graduates are well prepared for practice within the new health care delivery environment. Inter ‐ Professional Education & Collaborative Practice (IPE/CP), (Standards 3, 11, 14): Imbedded in health care reform are improved patient outcomes and cost containment through team ‐ based/coordinated care. This requires the College to pursue curriculum design changes and expand community ‐ based clinical training opportunities to ensure that our students participate with other health care providers in a team ‐ based environment. This effort will require that we significantly expand our footprint in the health care system of NYC. State Support for Higher Education (Standards 2 & 3): The State has not significantly reinvested in operating support for higher education since the cut ‐ backs that occurred several years ago. This has required SUNY campuses to develop alternative funding sources. While state support has stabilized, significant increases in the future cannot be counted on.  State Operating Support: Five years ago, the State agreed to maintain the then base level of funding, while allowing the SUNY Board of Trustees to set tuition (within limits) to help compensate for the loss of state funds. That agreement has run out and renewal is uncertain. The threat of it being taken away is a major challenge to long ‐ range planning. Notably, the State did not increase the base of funding to support union ‐ negotiated salary increases, leaving the campus to cover those cost from student tuition.  Capital Funding: Similarly to operating support, the State’s capital investment in SUNY was established for a 5 year period, and the College received significant investment during that time. That agreement has also ended and the State has cut its level of funding by 60%. Decreased capital investment by the State may have a negative impact on the College if it continues. A critical priority for the College over the next 5 – 10 years will be in the University Eye Center, which requires both critical maintenance and strategic improvements if we are to provide the highest quality of care and clinical training.

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