MSCHE/ACOE Self Study

recruitment and enrollment to meet healthcare needs), and international students. The IRPC has identified the following critical issues to be addressed during the 2010/2011 academic year:  Alignment of the A Shared Vision with the University’s recent completed strategic plan: The Power of SUNY.  Development of a webpage that serves as the centralized repository of College strategic indicators  Completion of a workforce analysis of vision care providers in New York State to guide enrollment targets, educational programming and career development opportunities. [Note: The work force analysis for eye care providers in New York State was being completed as the Self-Study went to press. The full results will be available during the time of the Team’s visit, but preliminary conclusions suggest the College needs to look at increasing its per class enrollment in the Doctor of Optometry program from 75 to approximately 100 students within 5 years to meet the future eye care needs of New York . This projection in based upon a 2010 census of optometrists in the State of New York, an analysis of future demand for eye care services and an anticipated shortfall of over 800 ophthalmologists by 2030 state-wide.] Planning, Resource Allocation, and Institutional Renewal (MSCHE 2) Institutional priorities and resource allocation, both institution-wide and for individual units, are driven by the strategic planning process. The document Strategic Planning Process for SUNY College of Optometry (Appendix A-8) provides an overview of the planning process. The four attributes of this process as listed in this document are as follows:  The planning process is to have the widest possible participation  The planning process must function through the College’s governance structure  The planning process will be ongoing  The planning process will be linked to budget allocation and the assessment of outcomes In the section entitled “Linking Planning with Budgeting” the planning document explicitly links institutional priorities and resource allocation to the strategic planning process:  Budget requests are supported by their relation to established unit goals and objectives  Budget requests for new or expanded initiatives are linked to institutional strategic objectives and must address institutional priorities  Program and unit outcomes are an essential element in the budget request and resource allocation processes On an annual basis, the president requests each area represented on

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