Dear Colleagues,
Three years ago, we began to create a strategic plan for the College. Our goal was to solidify an identity and purpose as a College and create a framework in which our departments can succeed. Much discussion went into how this plan needed to be aspirational, determining what new things we would do better. While we can be proud of our status as an AAU university, we must challenge ourselves to continuously improve, while holding ourselves accountable to each other and the path we are on. The strategic planning process has been inclusive; faculty, staff, students, and alumni have all contributed and informed the process at each step. That collective work appeared in the first phase of the plan posted in
Fall 2016
. We’re already making progress on investments in these areas, as summarized in my
email to the College 8/31/17
.
The next phase of our strategic planning is equally important. As we embark on this path it is critical we recognize that together we accomplish many things, but true success will be measured in focusing on those areas where we can be a true leader. The absence of infinite resources poses limits as to what we can realistically accomplish. It necessitates making choices and identifying priorities that are unique to Stony Brook. Strategic plans serve as North stars, both in times where resources are plenty and constrained, providing direction to empower us to overcome the hurdles in our path.
To succeed, our strategic planning must also prioritize the needs of our students. We are proud of the campus mission to enable affordable access to higher education and foster
social mobility
. Our students have the educational opportunity to conduct research, perform or exhibit their work, and work with world-leading faculty at a great public research university. Remaining true to that mission requires that all faculty are fully engaged in all levels of education. It also requires that we prioritize our efforts where there is student demand, while we aim to sustain a comprehensive and vibrant liberal arts collegiate environment.
Choices require transparency on all fronts from all involved. To that end, we’re using a
set of metrics
that help us assess the alignment of our programs with all dimensions of the strategic plan – scholarship, teaching, public impact, and diversity. This assessment will use a variety of data collected from the university’s Office of Institutional Research, Planning and Effectiveness (IRPE). Per your feedback, this assessment will include
self-studies performed by the departments
that will evaluate the scholarly/creative status our departments have within their disciplines. This charge was formally given to department chairs this week. We will ask departments and programs to describe:
● What metrics define success for the field?
● Who are 10-12 peer/aspirational institutions for their discipline?
● How do they compare to the 10-12 peers using these metrics?
● What resources are required to lift program to appropriate level?
These self-assessments, as well as the quantitative data from IRPE, will be posted on the College’s Strategic Planning website for all to consider and discuss. As a faculty, it will be essential for broad participation in the months and years ahead to discuss and determine:
● how these individual plans help the College and University grow
● the cost/benefits of these plans
● which of these plans can realistically be implemented today
● plans that must wait to be addressed in the future
We know there will be external challenges. Enrollments continue to shift. State budgets are volatile and often confront us with unfunded mandates. Cost cutting elsewhere on campus requires us to cover startup, facilities, and staffing expenses within the College. These are the realities facing not only our own University, but also numerous public research universities across the country.
The strategic planning process requires a shared commitment to align our collective and our individual interests and aspirations.
It requires us to be realistic about what we can and cannot afford.
It will empower us to hold one another accountable for the outcomes to which we have committed. Throughout this process, I pledge to be transparent, to actively listen, and engage in real discussions about the future of the College of Arts and Sciences at Stony Brook University.
With regards,
Sacha
