Each objective in the strategic plan has been associated with campus stewards who will work collaboratively to advocate for meaningful activities and monitor progress on our strategic indicators.
Structure of Strategic Plan Impact Networks (SPINs)
Strategic Plan Impact Networks (SPINs) consist of a small steering committee, consultants and a broader network of interested people.
- Steering Committee: Provides direction, makes decisions, reports out
- Consultants: Provides expertise, implements
- Network: Broad community, feedback, communicators
Impact networks are designed to ensure manageable collaboration and timely progress. This structure allows them to be focused and nimble. Broad feedback is essential, so networks will use feedback loops and communication with campus consultants and invested community members. Each network steering committee is comprised of both faculty and staff.
Charge of Strategic Plan Impact Networks (SPINs):
- Evaluate progress on outcomes using indicators from the Strategic Plan Data Book and suggest revisions as needed
- Identify relevant initiatives, offices, and committees that are part of the larger Impact Network and engage them in the process
- Advocate for initiatives, policy, and resources related to the outcomes
- Produce updates that will be communicated to campus and annual Strategic Plan summaries
Overview of the Impact Networks
Academic Momentum
The Academic Momentum Impact Network network addresses institutional achievement gaps and serves as an advisory for implementation of the SUNY Academic Momentum initiative. They will focus on improving equity in achievement as part of the second objective of the Academic Engagement priority.
Life and Career
The Life and Career Impact Network focuses on preparedness for career, citizenry and life goals as part of the first two objectives of the Life and Career Foundations priority. This group will serve as the campus advisory for implementation of SUNY workforce development and upward mobility initiatives.
In the first year, they will create and administer a survey of recent graduates about their career readiness. They will inventory how life and career development is represented in curriculum and co-curricular opportunities. Additionally, they will share resources on the NACE competencies with campus.
Integrated Wellness
The Integrated Wellness Impact Network focuses on the integrated wellness model and related outcomes as part of the first objective of the Red Dragon Wellness priority.
In the first year, the group will review data from the Student Health Survey, SWISS survey and other indicators. They will use the survey data to analyze student wellness, educate the campus, highlight effective campus efforts and make recommendations as needed.
Organizational Health
The Organizational Health Impact Network will help the campus assess internal processes and communication as part of the Red Dragon Wellness priority.
In the first year, they will identify or create a survey to gather feedback on internal processes and communication. This feedback will allow them to create benchmarks for the campus and identify areas for improvement. This network will also identify and share resources on organization health with campus stakeholders.
Strategic Plan Priorities and Stewards
| Priority | Outcomes | Stewards | |
|---|---|---|---|
| Academic Engagement and Attainment | Increase student engagement | Provost Cabinet and Academic Affairs | |
| Academic Engagement and Attainment | Equity in attainment | Academic Momentum Impact Network | |
| Academic Engagement and Attainment | Program innovation | Academic Affairs, Deans and Chairs | |
| Life and Career Foundations | Skills and knowledge for life, career and citizenship | Life and Career Foundations Impact Network | |
| Life and Career Foundations | Professional connection in the curriculum | Life and Career Foundations Impact Network | |
| Life and Career Foundations | Alumni and student engagement | Institutional Advancement | |
| Red Dragon Wellness | Integrated wellness model | Integrated Wellness Impact Network | |
| Red Dragon Wellness | Strengthen inclusive excellence | President's Council on Inclusive Excellence | |
| Red Dragon Wellness | Organization health: Employee engagement | President' Advisory Council | |
| Red Dragon Wellness | Organizational health: Communication | Organizational Health Impact Network | |
| Red Dragon Wellness | Organizational health: Decision making | Chief of Staff/President's Office | |
| Red Dragon Wellness | Organizational health: Processes | Organizational Health Impact Network | |
| Red Dragon Wellness | Organizational health: Reserves | Resource Advisory Committee (RAC) | |
| Red Dragon Wellness | Organizational health: Sustainability | Sustainability Committee | |
| Red Dragon Wellness | Organizational health: Infrastructure facilities | Facilities Masterplan Oversight Committee |