Strategic planning at SUNY Cortland
At SUNY Cortland, strategic planning is a cyclical, collaborative and evidence‑based process. Grounded in the mission of the university, the strategic plan is designed to set institutional priorities, define measurable goals and guide decision‑making across all areas of the university.
Stewardship of the planning process
Strategic planning is a shared responsibility across the SUNY Cortland community. The Institutional Planning and Assessment Committee (IPAC) coordinates the planning process by:
- Providing opportunities for campus engagement
- Drafting the strategic plan
- Integrating evidenced-based assessment into the process
- Establishing a recurring review cycle
IPAC reports to the President. The President’s Cabinet is accountable for reviewing the plan and ensuring that it is implemented effectively across the university.
Stakeholders in the planning process include both internal and external constituents – such as students, staff, faculty, alumni, partners and community members – who can offer diverse perspectives on the university's current state and aspirations for the future. Stakeholders may be organized by department, office, governing body or other group affiliation.
The planning process is designed to be accessible, transparent, inclusive and to foster a respectful exchange of diverse perspectives. All discussions and decisions are grounded in evidence and supporting data.
Planning stages and timeline
- Initial surveys and audit: An institutional audit is conducted using a Strengths, Opportunities, Aspirations, and Results (SOAR) analysis. Surveys are sent to students, faculty and staff, alumni and partners asking for their perspectives on SUNY Cortland's current performance and future potential.
- Review of previous plan: IPAC reviews the university's Middle States Self-Study and the summary of the previous strategic plan to identify unresolved items that may be carried into the new plan.
- Priority setting: Dialogues are held across campus to review survey findings and discuss how those relate to the university's emerging priorities.
- Goal development: During the President’s Opening Meeting, review priorities and discuss how those translate into objectives for the new strategic plan.
- Identify metrics: Stakeholder meetings are held to refine objectives, determine relevant indicators and identify initiatives that will drive strategic success.
- Drafting and feedback: A draft of the strategic plan is presented to the campus community in late April. Feedback is collected and used to revise the plan.
- Review and approval: The final draft of the strategic plan is submitted to the Faculty Senate and the President’s Cabinet for endorsement and approval.
- Implement and monitor: Responsibility for strategic initiatives is determined. Any available strategic funding is allocated in alignment with institutional priorities. A review plan is established to monitor progress and share regular updates.