The Daily Bulletin Archive

Buffalo State’s current strategic plan is nearing its end, and the 2008–2013 Strategic Plan is beginning to take shape. Providing direction for efforts to advance Buffalo State’s reputation as “a national leader in public higher education,” the strategic plan establishes realistic goals and objectives that are consistent with its governing ideas and assigns a time frame for each.

The plan also establishes a means to communicate these goals and objectives to the institution’s constituents. It additionally ensures the most effective use of the institution’s resources by focusing on priorities and providing a baseline from which to measure progress.

History

Prior to the 2003–2008 Strategic Plan, Buffalo State had other planning structures, most recently the College Priorities Task Force. Under President Howard’s leadership, the administration sought ways to be more inclusive, participative, open, and respectful of existing governance systems. Over a 12-month period beginning in 2001, more than 800 faculty, staff, students, alumni, and community leaders contributed to the creation of the strategic plan, which was finalized in October 2002.

Five Strategic Directions

Guiding the plan are five strategic directions:

1. Quality learning experiences. Buffalo State will 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. Buffalo State will support and expand opportunities for research, scholarship, and creative expression.

3. Regional leadership and service. Buffalo State will position itself as a leading educational, economic, and cultural partner, contributing to the vitality of the region.

4. Academic and institutional distinctiveness.Buffalo State will develop initiatives to support programs and activities that distinguish the college.

5. Institutional leadership, governance, and responsiveness. Buffalo State will empower leadership at all levels, promote representative and inclusive governance, and provide superior services to the campus community.

According to Dorcas Colvin, associate vice president for policy and planning, variations of the five strategic directions may remain in place when the strategic plan is updated, but the College Planning Council has recommended a particular focus on the first strategic direction—quality learning experiences. “The plan is definitely not a shelf document,” she said. “It’s vital for the direction of the institution.”

Stakeholders Conference

On October 12, about 125 members of the Buffalo State community will gather at the Adam’s Mark hotel to launch the next strategic planning process. Participants will include the College Planning Council, department chairs, program managers, administrative support professionals, maintenance staff, College Senate representatives, University Police officers, and students. Once major components of the plan are in place, the College Planning Council will seek further input from the external community.

One of the challenges—but perhaps also the greatest benefit—of the strategic plan is that it needs to be in synch with the SUNY Memorandum of Understanding as well as other major planning initiatives, such as the Middle States Commission on Higher Educationaccreditation review. “These are all joint goals,” said Colvin. “We cannot create the strategic plan in isolation.”

Results from the 2003–2008 Strategic Plan

The 2003–2008 Strategic Plan effected many changes. In Colvin’s opinion, the reorganization of the schools and the creation of University College are the most visible. But she also points to a number of other improvements, including the creation of the College and Community Partnerships Office and defining what makes Buffalo State distinct, as well as better assessment and new leadership initiatives.

At the same time, the next plan needs to address issues that continue to be challenging. Colvin cites advisement, course availability, and academic standards and rigor as three areas of likely focus for the next strategic plan.

“Student achievement and success is proposed as a major focus,” said Colvin. “Buffalo State wants to improve its reputation, and that is ultimately tied to the students we graduate. Better-prepared graduates should lead to better recruiting, grants, and fundraising.”

Get Involved

In her role, Colvin enjoys the opportunity to talk with many people across campus and find out what they are thinking. “As each year passes,” said Colvin, “there is both sameness and renewal. We have long-standing faculty and staff who offer continuity, and also new employees and students who offer fresh perspectives.”

Keeping that in mind, Colvin understands the importance of the planning ahead, as the new strategic plan will shape the next five years of Buffalo State’s future. Resources will be allocated according to it, which “will affect the work of the institution,” said Colvin. “Give feedback when asked,” she says to all faculty and staff. “Pay attention to the plan. Get engaged and involved.”