STRATEGIC PLANNING

STRATEGIC PLANS

Strategic Direction 3: Contribute to the improvement of the vitality of the community, region and state.

Initiative 3.1:  Become a regional and state leader in public education. 

Strategies:

  • Partner for innovative educational practices with urban, rural, and suburban schools.
  • Collaborate with the Buffalo Public Schools to improve educational outcomes at Campus West School.
  • Use school partnerships to improve teacher education programs.

 Key Performance Indicators:

  • The number of schools in partnership agreements with Buffalo State will increase.
  • The amount of external funding secured for school /college initiatives will increase.
  • Faculty will show an increase in the number of published articles on the theme of innovative educational practices

Budgetary Implications: $$$

Initiative 3.2:  Become a regional and state leader in economic and workforce development. 

Strategies:

  • Expand partnerships with economic and business organizations.
  • Empower centers and departments to apply their expertise, in partnership with regional businesses and organizations, to solving problems and addressing regional issues.
  • Create organizational structures to stimulate and expand college involvement with economic and workforce development.

 Key Performance Indicators:

  • Collaborative initiatives by centers will increase.
  • External funding in support of economic and workforce development will increase.
  • The regional impact of the college through its support of economic and workforce development initiatives will increase.

 Budgetary Implications: $$$

Initiative 3.3: Create, expand and strengthen partnerships with cultural, environmental, and community organizations.

Strategies:

  • Develop a master plan for intentional community/academic partnerships with priorities based on Buffalo State’s vision, mission, and distinctiveness.
  • Emphasize partnerships in which faculty and students are involved in curriculum-related learning opportunities while serving community organizations.
  • Expand mutually beneficial partnerships with local museums and other cultural institutions.
  • Become the region’s cultural partner-of-choice through flexible collaborations and innovative projects and pedagogies.
  • Conduct periodic evaluations to determine progress and effectiveness of partnership initiatives.
  • Increase mutually beneficial partnerships to reflect Buffalo State’s identity as an AASCU institution characterized by “stewardship of place.”

 Key Performance Indicators:

  • A master plan for partnerships will be in place.
  • Buffalo State will earn a Carnegie Foundation classification as a Community Engaged Campus.
  • The number of community partnerships that benefit quality learning experiences and address regional issues will increase.
  • Cultural partnerships will increase in total number, number initiated in a given year, and the number continued from the previous year.
  • Periodic evaluations to determine progress and effectiveness of partnership initiatives will occur.
  • Mutually beneficial partnerships reflecting "stewardship of place" will increase.

 Budgetary Implications: $$