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Strategic Plan Briefing Sessions

Strategic Plan 2003-2008 Briefing Session Progress and Challenges Spring 2006 www.buffalostate.edu/strategicplanning. Strategic Plan Briefing Sessions.

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Strategic Plan Briefing Sessions

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  1. Strategic Plan 2003-2008Briefing SessionProgress and Challenges Spring 2006www.buffalostate.edu/strategicplanning

  2. Strategic Plan Briefing Sessions • Purpose: To update the campus on progress in achieving our five strategic directions; To acknowledge campus support and contributions to strategic plan implementation and to serving students • Timeframe: Spring 2006 semester • Audience: A wide variety of internal constituent groups (faculty, administration, staff and students) • Approach: For each strategic direction, summarize: • Areas of progress • Remaining challenges

  3. Our 5 Strategic Directions 1. Quality Learning Experiences Engage students in rigorous learning experiences, both in and out of the classroom, that heighten their aspirations and transform their lives. 2. Research, Scholarship and Creativity Support and expand opportunities for research, scholarship, and creative expression. 3. Regional Leadership and Service Position Buffalo State as a leading educational, economic, and cultural partner, contributing to the vitality of the region. 4. Academic and Institutional Distinctiveness Develop initiatives to support programs and activities that distinguish the college. 5. Institutional Leadership, Governance and Responsiveness Empower leadership at all levels, promote representative and inclusive governance, and provide superior services to the campus community.

  4. Our 5 Strategic Directions • Guide college activities and decision-making • Frame our communication with internal and external stakeholders • Use as evaluative criteria for allocating resources • Provide the framework for addressing SUNY-wide targets established in the Mission Review II process: • Enrollment and selectivity goals • Faculty hiring priorities • Retention and graduation goals • Facilities and technology investments • Academic program changes

  5. Strategic Direction 1:Quality Learning Experiences Areas of Progress • Reformed general education curriculum; Intellectual Foundations to be implemented in fall 2006; 35 sections of BSC 101 scheduled • Increased full-time tenure track faculty appointments • Reorganized academic and administrative areas to better serve students: • Creation of University College • Change from faculties to schools • Creation of School of Education, School of Professions, and the Graduate School • Integration of Student Affairs and Academic Affairs • Created and now implementing technology initiatives • Continued program and accreditation reviews (details later)

  6. Strategic Direction 1:Quality Learning Experiences Remaining Challenges • Improve student advisement • Evaluate effectiveness of new advisement policy and department implementation plans • Expand course availability • Enhancing faculty and staff professional development opportunities • Implement College Senate recommendations on faculty/staff development • Reward and Recognition – part of charge to the Senate committee

  7. Strategic Direction 2:Research, Scholarship, and Creativity Areas of Progress • Created the Undergraduate Research Office with a director and a budget • Increased support for faculty research • Incentive grants • Scholarship Support Program • Annual return of approximately $150,000 of indirect costs to principal investigators • Allocation of $20,000 per year to Dean’s from Research Foundation to support research

  8. Strategic Direction 3:Regional Leadership and Service Areas of Progress • Secured 3-year, $375,000 Learn and Serve America Grant • Strengthened college’s involvement with public education (CEURE) • Appointed interim director of College and Community Partnerships (Marian Deutschman) and will implement community engagement recommendations from Task Force reports

  9. Strategic Direction 4:Academic and Institutional Distinctiveness Areas of Progress • Adopted “Integrating Inquiry Into Action” concept for institutional horizontal distinctiveness • Developed template for confirming program distinctiveness at local, regional and national level • Incorporating “integrative learning” concept into academic programs as part of transition from faculties to schools

  10. Strategic Direction 4:Academic and Institutional Distinctiveness Remaining Challenges • Incorporating “integrative learning” concept more completely and consistently into the curriculum (moving from concept to reality) • Identifying and promoting the college’s truly distinctive academic programs

  11. Strategic Direction 5:Institutional Leadership, Governance, and Responsiveness Areas of Progress • Implementation of online registration and grading • Implementation of Degree Audit System • Created Study Quad in E. H. Butler Library • Created Information Commons in E. H. Butler Library • Implemented NFTA campus transportation and bus pass program • Assessment of major programs, student services, and general education completed or in progress (see Academic Affairs Web site: www.buffalostate.edu/academicaffairs) • National Survey of Student Engagement (NSSE) and Faculty Survey of Student Engagement (FSSE) administered this semester

  12. Strategic Direction 5:Institutional Leadership, Governance, and Responsiveness Areas of Progress • Implemented leadership development pilot program for group of 14 program managers and faculty leaders • Designed student leadership minor (now under review) • Realignment of College governance structures (in process)

  13. Strategic Direction 5:Institutional Leadership, Governance, and Responsiveness Remaining Challenges • Streamline campus committees • Implement recommendations from the Task Force report on departmental chairs

  14. Accreditations and Program Reviews Update • Middle States accreditation – Periodic review report in 2008 • NCATE accreditation – Next review in 2008 • New program accreditations • Council for Interior Design Accreditation (formerly Foundation for Interior Design Education Research—FIDER) • National Association of Schools of Theatre (NAST) • Currently in the accreditation process: • Forensic Chemistry (American Academy of Forensic Sciences) • Business (Association to Advance Collegiate Schools of Business) • Communication (Accrediting Council on Education in Journalism and Mass Communication) • Music (National Association of Schools of Music) • NASAD (National Association of Schools of Art and Design) • Program Review cycle continues to satisfy SUNY expectations

  15. Next Steps? • Continue to monitor progress through College Planning Council (CPC) • Continue to collect and incorporate feedback from the campus community • Please provide feedback and participate in online discussions through an electronic bulletin board: www.buffalostate.edu/strategicplanning/ • Or send e-mail to the president via this online form. The form gives senders the option of remaining anonymous: www.buffalostate.edu/contactus.xml • New planning process to begin in 2007 and be coordinated with preparation of the Periodic Review Report for Middle States • Memorandum of Understanding for Mission Review II to be completed in 2006.

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