Unified Strategic/Master Planning :: PIP System (SUNY Orange)

Unified Strategic/Master Planning Print All

Initiative Title	Unified Strategic/Master Planning
Submitted in Previous Year(s)	No
Critical Information, Notes, Justification, Rationale	- To establish a college wide collaborative methodology and tool for creating/measuring strategic/master plans - To establish an efficient/effective executive management (academic and administrative) DSS (decision support system) so that the college can maximize/optimize resources needed for both the day-to-day operations AND the various strategic/master plans - To tie together and share data/information among other on-line tools (Banner, ODS/Data warehouse, Assessment, PBIE/PIP) - Aligned strategic/master plan goals/objectives - Budget integration - Performance managmement, measurement and improvement - Process managmement, measurement and improvement - Employee goals/compensation alignment
Consequences of this initiative not being funded	- poor allocation of resourses for both day-to-day operations AND the strategic/master plans - goals/objectives missed (in relation to the strategic/master plans) - not meeting local, state, federal reporting requirements - Middle States jeaporady
Department Goals
Programs
Locations
Estimated Completion Date	08/29/2008
Will this initiative span multiple budget years?	Yes
Importance	Low
Funding Source	Request for Prioritization
Created	06/17/2013 5:02 pm
Updated	06/17/2013 5:02 pm

Institutional Goals

Goal	How will the initiative support this institutional goal?
COLLEGE III: To implement technological delivery systems in Academic, Student and Administrative Services. 2: To increase the use of information technologies for enhancing education and communication.
MIDDLESTATES Standard 2: Planning, Resource Allocation, and Institutional Renewal a: While a process is in place, no strategic plan currently exists. The college must complete the strategic plan and all associated plans. Furthermore, it needs to make planning part of the College culture. As part of strategic planning, the college needs to establish a planning cycle that meets it needs, including an assessment component for each of the plans.
MIDDLESTATES Standard 3: Institutional Resources a: The college needs to insure that the entire college community has input into the master planning process. Auxiliary operations such as food services and Kindercollege now operate at a loss and should be reviewed for possible cost reductions and/or pricing increases. The college may also want to examine the feasibility of outsourcing these services.
MIDDLESTATES Standard 3: Institutional Resources b: The College must re-examine current staffing levels in each department to insure that existing resources are maximized and equitable distribution of scarce resources is taking place. In order to maximize resources and increase efficiency, the college should look into the feasibility of cross-training staff.
MIDDLESTATES Standard 3: Institutional Resources c: The potentially substantial Federal Audit disallowance for non-compliance with the ability to benefit provisions of the Pell Grant is of serious concern. The college should perform periodic internal compliance reviews on all local, State and federal aid programs.
MIDDLESTATES Standard 3: Institutional Resources d: The college should respond to audit findings listed in the auditor’s management letter in a timely manner. Findings such as: “The general ledger for the plant was not maintained and depreciation expense for capitalized assets was computed on a spread sheet and not within the furniture and equipment inventory system.” were identified in the prior year’s auditor’s management letter and are still unresolved.
MIDDLESTATES Standard 3: Institutional Resources e: The college should interface the budget process with the strategic plan to insure established priorities receive adequate resources. The process should ensure adequate faculty, staff and administration equipment and facilities are available to support the institution’s mission and outcomes expectations.
MIDDLESTATES Standard 3: Institutional Resources g: The college should insure that the 10 fundamental elements of institutional resources listed in the Characteristics of Excellence are incorporated into its updated master plan and review process. Establishing measures of efficiency and effectiveness, supported by quantitative and/or qualitative analyses, are essential elements of the planning process.
STRATEGIC II: Increase the effectiveness of planning and resource allocation for all College operations.
STRATEGIC Priority III: Provide adequate resources to allow College to realize its strategic goals.
STRATEGIC IV: Review and realign the missions, operations and staffing levels of all Orange County Community College departments in light of the strategic priorities.
STRATEGIC V: Provide a clear, consistent and compelling presentation of Orange County Community College.
STRATEGIC I: Develop and implement an Academic Master Plan that guides the renewal of current programs and services, the development of new programs and services, and formulizes the allocation of resources effectively.
AMP V: Student Support a: Implement a system to gain on-going feedback from students regarding the quality and effectiveness of the learning experience and support services offered

Action Steps

Action Step	Responsible Party	Order
Product ID & Selections	IR, PBIE, MiddleStates Committee, IE/Assessment Committee, (Larry Ferrier, Flo Hannes, Mindy Ross, Christine Work) and Cabinet	1
Definition, Analysis, BPA (Hardware, Software, related functions)	IR, PBIE, MiddleStates Committee, IE/Assessment Committee, (Larry Ferrier, Flo Hannes, Mindy Ross, Christine Work), AVP of Technology - Jim Dutcher; and Cabinet	2
Hardware/Software Procurement	AVP of Technology - Jim Dutcher	3
Hardware/Software Installation	AVP of Technology - Jim Dutcher	4
Technical Training	AVP of Technology - Jim Dutcher	5
Functional (End User) Training	IR, PBIE, MiddleStates Committee, IE/Assessment Committee, (Larry Ferrier, Flo Hannes, Mindy Ross, Christine Work) and Cabinet	6
Summer Beta	IR, PBIE, MiddleStates Committee, IE/Assessment Committee, (Larry Ferrier, Flo Hannes, Mindy Ross, Christine Work) and Cabinet	7
Production (Full) Go Live	Cabinet	8

Expected Outcomes

Outcome	Order
Increased PBIE/project success rate (10%)	1
All future strategic/master plans aligned w/ feed into PBIE/PIP	2
Budget Savings from improved/optimization efforts (5%)	3

Assessment Methods

Method	Description	Other Method	Responsible Party

Resources

INITIAL YEAR COST:	$191,000.00
RECURRING COST:	$20,000.00

Equipment

Need	Cost (Initial/Recurring)	Supporting Departments
Annual Software Licensing	$20000.00 / 20000.00	Information Technology, CIO Office
Application Software	$50000.00	Information Technology, CIO Office
Blade Servers	$30000.00	Information Technology, CIO Office
Hardware (Server) Upgrades	$11000.00	Information Technology, CIO Office
TOTAL:	$91,000.00 / $20,000.00

Facility

Need	Cost (Initial/Recurring)	Supporting Departments
TOTAL:	$0.00 / $0.00

Supply

Need	Cost (Initial/Recurring)	Supporting Departments
TOTAL:	$0.00 / $0.00

Staffing

Need	Cost (Initial/Recurring)	Supporting Departments
TOTAL:	$0.00 / $0.00

Training

Need	Cost (Initial/Recurring)	Supporting Departments
Methodology/Application Training - Consultant	$50000.00	Information Technology, CIO Office Human Resources, AVP Office Institutional Planning Assessment and Research
Training Materials	$50000.00	Information Technology, CIO Office Human Resources, AVP Office Institutional Planning Assessment and Research
TOTAL:	$100,000.00 / $0.00

Marketing

Need	Cost (Initial/Recurring)	Supporting Departments
TOTAL:	$0.00 / $0.00

Other

Need	Cost (Initial/Recurring)	Supporting Departments
TOTAL:	$0.00 / $0.00

Prioritization

Level 5 Level 5 Cabinet Middle States	Level 4 Level 4 PBIE Committee	Level 3 Level 3 Academic Affairs and Student Services, Provost, VP Office Administration and Finance, VP Office Board of Trustees Chief Diversity Officer Institutional Advancement, VP Office President, Office of Student Services, VP Office SUNY Orange Foundation Sustainability Workforce Development, Strategy & Innovation, VP Office	Level 2 Level 2 Alumni Relations and Special Events Athletics Business Math Science and Technology, AVP Office Business Office Career and Internship Services Communications Office Enrollment Mgt and Student Financial Services, AVP Office Facilities Food Tech Grants Health Professions, AVP Office Hudson Valley Educational Consortium Human Resources, AVP Office Information Technology, CIO Office Institutional Planning Assessment and Research Lab School Learning & Student Success, AVP Office Liberal Arts, AVP Office Marketing Newburgh Campus Phi Theta Kappa Security Student Engagement and Completion, AVP Office SUNYOrange PLUS	Level 1 Level 1 Academic Advising Academic Support Middletown Academic Support Newburgh Academic Technology Accessibility Services Admissions and Recruitment Arts and Communication Behavioral Sciences Biology Bursar Business Capital Projects Center for Student Involvement Center for Teaching and Learning Clinical Laboratory Science Computer Science and Technology Criminal Justice Cultural Affairs Custodial and Grounds Dental Hygiene Deployment & Operations Diagnostic Imaging Education Educational Opportunities Program Educational Partnerships English Enrollment Support Services Environmental Health and Safety ESL Financial Aid Global Studies Governance High School Equivalency (HSE) Honors Program HVAC Information Services & Network Infrastructure Interdisciplinary Studies Liberty Partnership Program Library Mail and Copy Services Maintenance Mathematics Movement Science Nursing Occupational Therapy Payroll Physical Therapy Records and Registration Science Engineering and Architecture Student Services - Data Management Student Services Central Student Services Newburgh Campus Student Support Initiatives Testing Center TRiO Student Support Services Unused Wellness Center Workforce Development Programming Workforce Student Support Youth Empowerment Program	Initiative Title	Department
		Notes View		4	Unified Strategic/Master Planning $191,000.00 / $20,000.00	Information Technology, CIO Office

Prioritization Notes

Level 3

Level 3 (Information Technology, CIO Office)

Although not given an official ranking for this planning year, the VP feels this initiative should be considered a need for the near future of our college.

Assessment

Date	Department Name	Status	Cost to Date	Funding Source
No results found.