Strategic Plan 2025-2028 Tracking Our Progress: 2025-2026

1.1.1. Create a map of the current shared governance structures on campus to understand the current state by the end of Fall 2025.

A comprehensive map of the College's shared governance structure was developed, documenting all college-wide committees and councils. This resource provides a clear overview of decision-making and advisory groups across the institution. The map will be updated in 2026-2027 to incorporate the newly established Faculty Senate.

1.1.2. Create a shared governance online presence with committee charge documents, meeting minutes, and annual/semester updates by the end of Fall 2025.

A new Councils and Committees webpage was launched to increase transparency and access to governance information. The site includes committee membership, responsibilities, and governance resources for all college-wide councils and committees.

1.2.1. Establish annual goals for credit momentum, retention, completion (graduation rates), transfer, and employment for A.S., A.A.S, certificate and microcredential offerings by the end of Fall 2025 using best practices in benchmarking.

The Institutional Effectiveness Council established annual goals for key student success measures, including retention, academic progress, and completion. This work was shared with the College Senate and Board of Trustees and aligned with SUNY Academic Momentum and Achieving the Dream initiatives. Future work will expand these measures to better include transfer and returning students.

1.3.1. Establish a new planning and assessment structure by the end of Fall 2025.

The College implemented a new planning and assessment framework that aligns annual planning, budgeting, and assessment processes across departments. During 2025-2026, all departments completed a full planning and assessment cycle, and feedback from the pilot year informed improvements for 2026-2027.

1.4.4. Refine annual institutional responsibilities for community relations and define a regular cadence for check-ins with key community groups by the end of Fall 2025.

To strengthen communication with internal and external stakeholders, the College launched the Panther Pulse newsletter in February 2026 and published a second edition in June 2026. The newsletter was developed in response to stakeholder feedback and provides regular updates on College activities and achievements.

2.1.1. Create an inventory of all software in use and current functionalities for faculty, staff, and students by the end of Fall 2025.

A comprehensive inventory of software used across academic and administrative areas was completed. The inventory improves the College's ability to manage technology resources, monitor software usage, and identify opportunities for cost savings and future planning.

2.3.1. Identify and prioritize tutorials/process maps needed for enhancing teaching, learning and student support functions by the end of Fall 2025.

The College identified several high-priority areas requiring training materials and process documentation, including the new Slate Student Success Hub, the Employee Portal, and New Employee Orientation resources. These initiatives improve access to information and support more consistent user experiences.

3.1.1. Determine the clusters of advisory boards needed by the end of Fall 2025.

Work is underway to organize and align academic advisory boards with program and workforce needs. Academic leadership will finalize the advisory board structure during 2026-2027.

3.1.2. Finalize advisory board creation and operational procedures by the end of Fall 2025.

The College completed an inventory of existing advisory boards and began developing a consistent framework for establishing and supporting advisory boards across academic programs. Additional implementation will occur during 2026-2027.

3.1.3. Identify 8-12 individuals to serve on each advisory board by the end of Fall 2025.

The College has begun identifying industry and community representatives to serve on program advisory boards. Membership recruitment efforts will continue as advisory board structures are expanded and refined.

3.2.1. Conduct the feasibility analysis for new program proposals using labor market data, facilities availability, living wage job data and industry and faculty expertise by the end of Fall 2025.

The College successfully launched its Health Sciences program in Spring 2026 following state approval. A new Cybersecurity A.S. degree was approved by the Board of Trustees and submitted for state review. Additional opportunities in healthcare and workforce-focused fields are being explored using labor market research and external analysis.

3.3.1. Identify three core colleges for each transfer program and reach out for interest by the end of Fall 2025.

The College expanded transfer opportunities through new agreements with institutions including Syracuse University, Ithaca College, and Hobart & William Smith Colleges. Existing and new agreements were reviewed and mapped to academic programs to strengthen transfer pathways for students.

4.1.1. Reactivate the first-year experience committee in the beginning of Fall 2025 to help create a coordinated student development experience for incoming students.

The Strategic Enrollment Plan Council launched a Student Onboarding and Orientation Work Group that led the development of a new online orientation platform. The platform was introduced for Fall 2026 students and provides a more coordinated onboarding experience for new learners.

1.1.3. Identify gaps in the shared governance model and use best practices to develop a framework with recommendations by the end of Spring 2026.

Faculty voted to establish a Faculty Senate, which will begin a pilot year in 2026-2027. New bylaws were developed, and ongoing collaboration between governance groups will help evaluate and strengthen shared governance practices across the College.

1.2.2. Research, review, and determine institutional effectiveness metrics to be met in annual targets for 2026, 2027, and 2028 by the beginning of Spring 2026.

The Institutional Effectiveness Council established annual performance targets aligned with the College's mission, vision, and values. These measures include student success, access, financial sustainability, and employee experience indicators that will help guide institutional improvement efforts.

1.3.2. Train relevant stakeholders to gain a shared understanding of new technology tools and best practices in non-academic assessment by the end of Spring 2026, and complete one full cycle of implementation with input from the college’s institutional effectiveness committee.

The College fully implemented Watermark for departmental planning and assessment and provided training to department leaders and budget managers. All 30 non-instructional departments completed a full planning, budgeting, and assessment cycle using the new system.

1.4.1. Identify stakeholder groups for regular engagement by the end of Spring 2026.

The College identified key stakeholder groups, including employees, alumni, donors, community members, and supporters. To strengthen engagement, the Panther Pulse newsletter was launched and distributed twice during Spring 2026.

2.1.2. Share documentation and data-gather from users and stakeholders to identify which software to cut/consolidate by end of Spring 2026.

The College created a technology asset management database and expanded centralized documentation through SharePoint. A major software consolidation effort was completed through the transition from Starfish to the new Slate Student Success Hub, creating a more unified student support experience.

2.2.1. Identify short-term and long-term methods to increase the user and learner classroom experience in hyflex/hybrid/online (flexible) teaching modalities by end of Spring 2026.

The College invested approximately $70,000 in hyflex classroom technology to support the new Cybersecurity program and improve flexible learning options. Additional funding opportunities are being pursued to expand these capabilities in other programs.

2.2.2. By the end of Spring 2026 build enhanced training and professional development tools for flexible online teaching modalities by creating and disseminating templates and best-practice guidelines for learning management system; develop instructor-driven monthly training opportunities for classroom technologies in the academic year 2025-2026.

The College strengthened online teaching quality by requiring faculty who teach online courses to complete a College-developed training program. Ongoing professional development opportunities are also available through the College Teaching Center and SUNY resources.

2.2.3. Develop and implement an annual cycle for reviewing student outcomes by teaching modality to monitor concerns in online learning by the end of Spring 2026.

Institutional Research developed a Power BI dashboard that allows the College to analyze student outcomes by course delivery format. These data will now be incorporated into academic program reviews to support evidence-based improvements in online, hybrid, and in-person learning.

2.3.2. Identify who will provide information from each department by the end of Spring 2026 and continue as improvements are implemented.

Cross-functional teams collaborated to improve employee and student support resources. Key accomplishments included launching the Slate Student Success Hub, creating faculty and staff training resources, developing a new Employee Portal, and designing a New Employee Orientation program scheduled to launch in Fall 2026.

2.4.1. Document facilities including furniture, configurations, and technology, within each room, and make it accessible to campus and public by the end of Spring 2026.

The College began a comprehensive inventory of classroom and common-space furniture, technology, and room configurations. This information will support future planning and improve access to facilities information across campus.

2.4.2. Improve wayfinding on campus by the end of Spring 2026.

Funding requests were submitted to support improvements to campus signage and wayfinding. If approved, the project will enhance navigation, accessibility, and the overall campus experience for students, employees, and visitors.

3.1.4. Advisory boards to hold first meeting by the end of Spring 2026.

All existing A.A.S. program advisory boards met during Spring 2026. The College will expand and standardize advisory board engagement across academic programs during 2026-2027.

3.4.3. Obtain all necessary curricular programmatic change approvals necessary for Fall 2028 implementation by the beginning of Spring 2026.

Due to leadership transitions within Academic Affairs, this work was postponed and has been incorporated into the 2026-2027 academic planning process. Academic deans and faculty will continue advancing curriculum review and approval activities.

4.1.2. Conduct a student needs assessment and equity audit by end of Spring 2026.

The College conducted extensive research to better understand barriers to student success. Efforts included student focus groups, survey analysis, process reviews, technology support data analysis, and equity-focused reviews of student outcomes. Findings will guide student success and equity initiatives in 2026-2027.

2.1.4. Implement single sign-on and streamline employee logins for essential systems as feasible by end of Summer 2026 to enhance the user experience and function.

The College made significant progress in expanding single sign-on access for students and employees, simplifying login processes and improving the overall user experience across key campus systems.

2.3.3. Prioritize and create tutorials/process maps for key operational functions by Summer 2026 and continue as improvements are implemented.

New tutorials and user guides were developed to support the launch of the Slate Student Success Hub and the New Employee Orientation program. These resources help users navigate key systems and services more effectively.

2.3.4. Create standardized templates for tutorials/process maps by the end of Summer 2026 and develop a library of tutorials/process maps that is regularly updated by end of Fall 2027.

The College expanded use of Microsoft 365 tools to create training videos and documentation. Future work will focus on developing standardized templates and training materials that align with College branding and communication standards.

2.4.3. Identify and prioritize realistic potential upgrades from the facilities plan that enhance user experience and inclusivity by the end of Summer 2026.

The College continued campus improvement projects focused on safety, accessibility, and student experience. Accomplishments included parking lot upgrades, facility renovations, relocation of student service areas into more centralized locations, creation of an Adult Learner Center, and flooring improvements in high-traffic spaces.