A Commitment to Excellence:
SUNY Cortland
2010-2020
Update on Strategic Planning
Goals of Strategic Planning
Initiative
Revise the campus mission statement
Create a vision statement
Clarify organizational values
Identify strategic areas of focus that will
guide the work of all areas of campus
• Ground all work in the multiple
perspectives of campus community
• Maintain institutional focus
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Current Status
of Strategic Planning
• Completed
– Mission statement revision
– New vision statement
– Key campus values articulated
– Strategic Goals identified
• Next Steps
– Refine and operationalize institutional goals
– Articulation of goals to department/programs
Methods
• Identify working definitions of mission,
vision, values to use consistently
• Provide a range of opportunities and
venues for campus input
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Two surveys
Five open meetings for faculty and staff
Student government meeting
President’s Retreat
• Use appreciative inquiry and qualitative
analysis to organize feedback
Common Themes
• Operate as a unified organization with a strong sense of
identity and pride in what we do and respect for each
others’ roles
• Clear vision, shared values, and common goals
• Maintain focus on academic excellence and student
achievement
• People and community are a priority
• Strong leadership and accountability to mission and goals
• Fiscal stability
Mission:
Why we exist
SUNY Cortland is an academic
community dedicated to diverse
learning experiences. Through
outstanding teaching, scholarship and
service, students grow as engaged
citizens with a strong social
conscience.
Vision:
Defining our Future
• What will SUNY Cortland be in ten
years?
• Aspirational goals
• Build on our strengths
• Three parts
Vision: Part 1
SUNY Cortland will be a college of
opportunity where students
graduate with the knowledge,
integrity, skills, and compassion to
excel as leaders, citizens, scholars,
and champions of excellence.
Vision: Part 2
The college will be a top choice for
prospective students and employees
who are drawn to the nationally
recognized academic programs,
infusion of innovation and
experiential education, and the rich
intellectual, social, and athletic life of
the college.
Vision: Part 3
SUNY Cortland will be a center for
intellectual, cultural, and economic
growth distinguished by successful
partnerships with organizations,
agencies, and businesses throughout
the region and across the nation
Values:
Guiding Principles
• Focus on the Students
• Integrity
• Intellectual Life
Strategic Goals
• Institutional goals to which all of us
contribute in different ways
• Build on our strengths
• Provide focus for decision-making and
resource allocation
• Provide direction for the sustainment or
initiation of projects and initiatives
Goal 1
SUNY Cortland will be a national leader in
educational innovation and experiential
education.
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Every student will participate in skill-enhancing
experiential learning in and beyond the classroom
Intellectual and cultural life will be integrated, and
supported, in the classroom and throughout the
campus
Expansion of interdisciplinary work and scholarly
collaboration among departments, faculty, and
students
Goal 2
SUNY Cortland will be recognized for
programs of academic excellence.
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Students and faculty will be recognized for
achievement and contribution to their disciplines
and community.
The college will have a comprehensive model to
describe and articulate programmatic excellence
and efficiency
Higher levels of teaching effectiveness
Increase the percent of courses taught by full time
faculty
Goal 3
SUNY Cortland will be a national role model
for the integrated promotion of wellness
that encompasses the intellectual, physical,
emotional, cultural, and social well-being of
all community members.
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Implement a measurable, sustainable and
comprehensive wellness model for students,
faculty, and staff
Students will have cross cultural experiences that
develop intercultural competence
Goal 4
SUNY Cortland will maximize organizational
resources so that structure, decision-making, and
processes all work towards institutional goals,
responsiveness to change, and organizational
effectiveness and sustainability.
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Significantly increase the endowment
More fully integrate alumni into the life of the college
Pursue alternative revenue and support entrepreneurial ventures
Align facilities, curriculum and campus with commitment to
sustainability
– Establish a model for assessing program needs and
sustainability
– Enhance the effectiveness of administrative and governance
structures and processes
Next Steps
Stage One: Fall 2009
Refine the four institutional goals by looking at ways to:
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Clarify
Strengthen
Identify measurable indicators of institutional progress
Feedback from across campus via survey and discussions
Stage Two: Spring 2010
Articulate how our respective work resonates with each goal
and how the work of individuals, departments, programs
and initiatives contribute to the collective progress of SUNY
Cortland
Use expertise and experience of departments and offices to
determine their initiatives
Examining the Goals
•How could this goal be clarified?
•How could it be strengthened to be more
useful as a strategic guide?
•What indicators could be used to show
institutional progress on this goal?