Upstate Medical University is actively engaged in a new Strategic Planning and Management process. Over the next months, we will engage the broad participation of faculty, staff, students and stakeholders in aligning our priorities with our actions to create connectivity across our One University.
Collectively we will develop and implement a coordinated and practical approach to strategic planning and management that provides a visible connection between day-to-day operations, the measurements being used to track success, the strategic objectives the organization is trying to accomplish, and the mission, vision, and strategy of the organization.
This site is intended to fully explain our process and results as well as provide opportunity for your feedback as we proceed. We welcome your review, questions, and participation. Please actively investigate the many pages of this site to understand where we’ve been, where we are, and where we are going together.
Where We Were
Upstate Medical University launched our first strategic plan in 2010. The Upstate Strategic Plan was the result of a nearly three-year process, Engaging Excellence, involving members from all areas of the institution. The process identified five goals as key to the university’s success. Strategies, metrics and targets were developed to measure progress towards the five goals of the Strategic Plan.
Each year data was collected and analyzed to continually access our operations and outcomes for quality, relevance, and progress. Containing both quantitative and qualitative information, The Upstate Strategic Plan Annual Report Card was compiled and distributed institutionally from 2010 – 2015. More information for historical purposes is available on the archived website.
Where We Are
Dr. Danielle Laraque-Arena was named the President of SUNY Upstate Medical University in September 2015 and assumed the role of President in January 2016. Dr. Laraque-Arena early on communicated her interest in an inclusive strategic planning process designed to align our daily activities with our then identified strategic priorities: Progressive/Responsive Healthsystem, Transformational Education, World Class Research, Community Engagement, and Stewardship of Resources.
A draft strategy map was developed and continually refined to provide more specific information on the areas of future focus. This document serves as the initial foundation for where we have progressed to date. This initial map guided many discussions and the focus of an external environmental scan. This University Review by the Academic Advisory Council of Merritt Hawkins identified our key internal strengths/weaknesses and external opportunities/threats. The results of this assessment were used to further refine our next steps and areas of focus for the formal strategic planning process.
The Balanced Scorecard Institute has been engaged to provide training and consultative services related to the development of an institutional strategy map and self-sustained planning and performance management related to our institutional goals. This engagement began in the summer of 2016 and is expected to initially last through the end of the year. During this time, multiple phases involving cross-representational groups of leadership, faculty, staff, and stakeholders will systematically work through BSI’s Nine Steps to Success™ to identify, develop, and connect the dots amongst the various components of strategic planning, budgeting, operations and management.
Where We Are Going
The end result will be a visible and practical way to connect day-to-day operations and management, the measurements being used to track success, the strategic objectives the organization is trying to accomplish and the overarching mission and values of Upstate Medical University. In short, a road map that connects each person’s role to the short term and long-range vision of this great university. Together, through this process and the subsequent initiatives, we will further develop connectivity to create One University.