STRATEGIC PLAN
A ROADMAP FOR 2024 AND BEYOND
ENGAGE. LEARN. LEAD. SERVE. SEE THE FUTURE. MAKE IT HAPPEN.
OUR MISSION REMAINS THE SAME.
We educate the next generation of leaders to improve the health of our society.
OUR SINGULAR VISION ENCAPSULATES MULTIPLE PRINCIPLES FROM THE PAST.
ACPHS strives to be a global leader in preparing students for transformative health careers to solve problems that change the world.
OUR CORE VALUES BUILD ON LONG-ESTABLISHED TENETS.
• Student-centered
• Integrity
• Respect
• Collaboration
• Community
• Excellence
MESSAGE FROM THE PRESIDENT
Welcome to 2029 and beyond.
Allow me, if you will, to speak to you from the future. We are a hub of research and learning serving about 2,000 students on and off campus who will become the next generation of leaders in their fields. We are an institution recognized for our longstanding reputation locally, regionally and nationally as a place of academic rigor whose graduates demonstrate excellence and integrity. We deliver the high-touch experiences of a close-knit campus in many forms, using 21st century technologies to deliver instruction where our students of all ages and at every point in their careers, most want it—on our campus or online, in their workplaces, in their homes, or halfway across the world.
We are the talk of this town and others, a top workplace and an institution sought as a place to engage, learn, lead and serve. Our Collaboratory and similar services are now serving more locations and boast an operational framework used as a model statewide. We are known for our effective delivery of high-quality education in the health professions, superlative student experiences, impactful community engagement, outstanding customer service, renowned workforce and leadership development, and innovative education, research and practice. We are known by students and administrators in prestigious high school STEM programs and by professionals looking to advance their careers. Young people in the Capital Region’s most challenged neighborhoods seek us out for opportunity and see themselves among our
diverse student body. With collaborators, we offer student and faculty experiences on every continent except Antarctica. Health professionals look to our online programs to bring best practices to their facilities. In the Capital Region, the Stack Family Center for Biopharmaceutical Education and Training (CBET) is a critical piece of a team influencing the creation of a biopharmaceutical hub, training people for jobs, creating medicines and engaging young professionals in work with the potential to save lives.
Can you picture it?
That picture—our collective vision—is essential to achieving the future we imagine. We look forward to you joining us in making this vision a reality.
Let’s engage and create breakthroughs that change the world!
Sincerely,
TOYIN TOFADE, MS, PHARMD, BCPS, CPCC, FFIP President and Professor
MESSAGE FROM THE CHAIR OF THE STRATEGIC PLAN STEERING COMMITTEE
“Begin with the end in mind.” That is the second of Stephen Covey’s 7 Habits of Highly Effective People and served as our approach to the strategic planning process. We began by asking ourselves: What does success look like?
It was then our job as a community to craft a roadmap to get there. In Fall 2022, President Tofade brought together ACPHS’ four prior vision principles into an integrated vision statement. The steering committee was appointed in February 2023, and met regularly thereafter. By late spring, we had developed our pillars, or key priorities; our intentional underpinnings of reputation, as well as diversity, equity and inclusion; and a general outline to share with the campus community. Pillar workgroups then expanded and fine-tuned what we dubbed our “RoadMap to Success” through summer and early fall.
This process exemplifies a tremendous amount of work for a relatively small community in a short time frame. It took a village to accomplish it, including faculty, staff and students. I will be forever grateful to have had the opportunity to lead this effort and be a small part of the future success of ACPHS.
Community is our greatest strength and will continue to be, as we travel down our RoadMap to Success!
My Best Always,
ANUJA GHORPADE, PHD Dean and Vice President of Academic Affairs
STRATEGIC PLAN TIMELINE
FALL
2022
FEB. 2023
New vision statement drafted and vetted
OCT. 2023
Initial review by Board of Trustees
MAR. 2023
Appointment of Steering Committee
NOV. 2023
APR.
2023
Cabinet reviews outline of plan
DEC. 2023
SEPT.
2023
General outline shared with Board of Trustees
Strategic Plan draft to Board of Trustees
JAN. 2024
Faculty Assembly vote
Include feedback from Cabinet, President and Board of Trustees
Finalize monitoring and reporting dashboard
Develop web site, marketing assets and messaging to promote plan
Final approval from Board of Trustees
Launch strategic plan at State of the College address
PILLARS & GOALS
We have identified five pillars that reinforce our mission, vision and core values. They are the key priorities that will move our strategic plan forward. We have called it a roadmap because we recognize that with yearly reviews, we will need to refocus and strategize to stay relevant based on our scans of the environment. Each pillar is broken up into specific, measurable, achievable, relevant and time-based (SMART) goals that will serve as the focus of our actions in the following years.
PILLARS & GOALS
ACADEMIC EXCELLENCE QUALITY STUDENT EXPERIENCES
1. Launch new, innovative academic offerings
2. Enhance and grow existing programs
3. Promote breakthrough research
1. Enhance student success inside the classroom
2. Amplify student success outside the classroom
3. Prioritize wellness and inclusive support
4. Execute a revised Campus Master Plan
PEOPLE & CULTURE
1. Focus on people
2. Create an Advancement Partner Spotlight Initiative
3. Achieve operational excellence at all levels of the organization
ENGAGE WITH COMMUNITIES
1. Expand the ACPHS brand
2. Create a virtual Center for Corporate and Public Engagement
3. Expand the experiential network
FINANCIAL STRENGTH & STEWARDSHIP
1. Grow to become a strong university
2. Leverage CBET as a key ACPHS differentiator
3. Bridge the prosperity gap
4. Create a “top prospect management ecosystem”
5. Implement transformative changes beyond the core
PILLAR 1: ACADEMIC EXCELLENCE
THE FUTURE
Albany College of Pharmacy and Health Sciences has maintained its standing as an educator par excellence. Our offerings now include a strong distance education footprint, including fully online programs. Instruction occurs in person and through new modalities, such as augmented reality and gaming. Our research laboratories are brimming with activity. Our academic reputation and enrollment are boosted by a self-sustaining research program with 20 extramurally funded faculty members, as well as the reputation of CBET, a critical part of the regional biopharma ecosystem we have helped cultivate.
MAKING IT HAPPEN
GOAL 1.1: Launch new, innovative academic offerings
• Build three online programs from current programs (MS Biomedical Sciences, MS Cytotechnology, MS Biomanufacturing & Bioprocessing)
• Build/acquire MS programs in fields such as Data Science, Genetic Counseling, Health Law and Policy
• Build/acquire BS programs in fields such as Health Sciences, Exercise Science/Sports Medicine, Health Psychology, Bioinformatics, Nursing
• Build successful micro-credentialing, certificate, and/or associate degree programs in fields such as Life Sciences, Allied Health Sciences, Biomanufacturing & Bioprocessing, Continuing Professional Development, Pharmaceutical Sciences, and Pharmacy
• Build dual enrollment and transfer agreements with other institutions (including colleges and high schools)
• Recruit to specific programs in addition to College recruitment
GOAL 1.2: Grow existing programs through data-informed solutions, improved efficiencies, and innovations
• Achieve full accreditations for all accredited programs
• Enhance curriculum of all programs by creating data driven changes and assessment plans
• Modernize the general education curriculum
• Optimize PharmD program prerequisites and curricular structure
• Build clinical communication simulation lab for interdisciplinary learning opportunities
• Maximize enrollment in existing programs (to capacity levels provided by associate dean and department chair)
GOAL 1.3 Promote breakthrough research
• Increase intramural funding for research
• Increase extramural grant applications and funding
• Increase research activities visibility on website, media and social media
• Launch an upgraded research and lab equipment inventory system
• Synergize MBB programming with ACPHS core academic offerings
ENGAGE. LEARN. LEAD. SERVE.
PILLAR 2: QUALITY STUDENT EXPERIENCES
THE FUTURE
Inclusivity and belonging at ACPHS are ubiquitous on campus and throughout our virtual classes too. Students share their satisfaction in formal surveys and through word of mouth, in person and across social media. First-year retention rates remain above 90 percent and online graduation rates are well above national averages. Students report that the quality of instruction is excellent, opportunities for engagement and fun are unsurpassed, and the school is a valuable investment, where they would re-enroll if given the opportunity to make their choice again. Prospective students clamor to join them.
MAKING IT HAPPEN
GOAL 2.1: Enhance student success inside the classroom
• Develop and execute an official student onboarding process
• Implement a first-year high interaction experience in each program
• Amplify effective offerings that build well-rounded students
• Establish a successful testing center
• Nurture a culture of high performance and innovation in teaching, delivery and assessment with appropriately staffed programs
GOAL 2.2: Amplify student success outside the classroom
• Cultivate a culture of engagement across the community
• Develop formalized support for at-risk students
• Increase and diversify campus activity opportunities
• Develop a long-term plan for student athletics to attract and retain students
• Optimize student satisfaction based on data
GOAL 2.3: Prioritize wellness and inclusive support
• Enhance campus support for inclusive campus access
• Implement recommendations of the International Student Advisory Council (ISAC)
• Diversify food and culture options
GOAL 2.4: Execute a revised Campus Master Plan
• Align campus development with current Strategic Plan goals
• Conduct a campus accessibility review
PILLAR 3: PEOPLE & CULTURE
THE FUTURE
The campus is thriving and engaging, a place where excellence, collaboration, service and leadership, especially, are nurtured. Leadership development and professional development experiences are robust and satisfying. Employees rate the school a top workplace, and high-performing faculty and staff compete for positions. Highimpact initiatives draw the interest of influential donors. Active and engaged alumni boost opportunities for students.
MAKING IT HAPPEN
GOAL 3.1: Focus on people: “culture is everyone’s job”
• Expand internal community engagement opportunities
• Adopt departmental policies, procedures, behaviors, and a culture reflective of our core values
• Advance lifelong learning and leadership with career growth
• Expand job mentorship linkages between alumni and students
• Increase the well-being, professional development, and engagement opportunities for all employees
GOAL 3.2: Create an Advancement Partner (e.g., dean, faculty, unit leader, etc.) Spotlight Initiative
• Create a culture of “best (aligned) ideas win”
• Identify “rising stars” within programs, centers and initiatives
• Mobilize “stars” and their impact into constellations of stars for big ideas
• Orient advancement partners to emerging trends and best practices in philanthropy
GOAL 3.3: Achieve operational excellence at all levels of the organization
• Implement a leadership development program for high potential individuals
• Optimize talent acquisition and growth programs (internal and external)
• Leverage external partnerships to build sustainable capacity
• Implement state-of-the-art data processing, analytics and reporting tools
• Optimize direct applications for student recruitment
• Fully implement recommendations from the AACRAO report
PILLAR 4: ENGAGE WITH COMMUNITIES
THE FUTURE
The school’s strengthened ties with partners throughout the Capital Region, New York State, the nation and indeed the globe have raised awareness of ACPHS among all stakeholders, drawing in prospective students and donors. We are a critical part of a biopharmaceutical hub created in partnership with industry as well as our higher education partners and economic developers. Our partnerships, on every continent except Antarctica, allow students to participate in rotations, study abroad programs and career opportunities. Faculty increase their collaborations nationally and around the world due to these partnerships.
MAKING IT HAPPEN
GOAL 4.1: Amplify the ACPHS brand
• Showcase and broadcast ACPHS stories
• Accentuate community relationships and deliver solutions for a healthier community through service and health promotion
• Increase local, national and international partnerships
• Implement marketing / advertising plan per Strategic Plan
• Establish CBET in the community as a driver for economic growth in life sciences, biotech and biopharma
GOAL 4.2: Create a virtual Center for Corporate and Public Engagement
• Optimize outreach and outcomes for the College and its external partners
• Develop a dynamic top/key partners list
GOAL 4.3: Expand the experiential network
• Build a local, national and international network of preceptors and collaborators
• Leverage experiential network as a value-added recruitment tool
• Increase alumni outreach and engagement
• Develop community calendar for Collaboratory and student-operated pharmacies
• Assess community impact of student-operated pharmacies
PILLAR 5: FINANCIAL STRENGTH & STEWARDSHIP
THE FUTURE
A mindset driven by growth and entrepreneurship has ensured the long-term sustainability of our institution. Enrollment of around 2,000 students and new donor gifts totaling over $10 million provide a solid financial foundation for the school’s ongoing future. As the premier biotech training program for the region and beyond, CBET generates revenues that sustain its programs and allow for investment. Long-term strategic partnerships with other institutions and programs provide income for all parties.
MAKING IT HAPPEN
GOAL 5.1: Grow to become a strong university
• Cultivate an entrepreneurial mindset at all levels of the organization
• Conduct a comprehensive analysis of current and future market trends
• Acquire programs and talents that will transform the trajectory of the institution
• Develop a robust marketing strategy for optimal growth
GOAL 5.2: Leverage CBET as a key ACPHS differentiator
• Establish CBET in the Capital Region as a biopharma hub
• Offer high-impact and high-volume workforce development solutions
• Establish robust pipelines for contract research opportunities
• Increase partnerships and extramural funding for CBET
GOAL 5.3: Create a “top prospect management ecosystem”
• Hardwire a core stewardship and high-impact reporting process
• Develop a transparent pipeline review process
• Strengthen annual giving strategies
• Create a principal gift planning team
GOAL 5.4: Bridge the prosperity gap
• Increase enrollment to around 2,000
• Balance operating budget with a strong financial outlook
• Endorse a culture of philanthropy and community engagement
• Develop key alliances to deliver economies of scale
• Provide effective technology solutions (CRM, e-Commerce)
GOAL 5.5: Implement transformative changes beyond the core
• Identify bold ideas to move the College continually forward
• Create a committee of champions to review and prioritize opportunities for diversification, geographical expansion and development of outside-the-box initiatives and ideas
• Implement technology solutions of the future (AI, virtual reality, augmented reality, gaming lounges)
MANY THANKS TO THE LEADERS AND TEAMS WHO WORKED TO CREATE THIS ROADMAP
Strategic Plan Steering Committee
CHAIR: Anuja Ghorpade, Dean and Vice President of Academic Affairs
Logan Gee, Director of Student Engagement and Wellness
Se Han Jeong, SGA Vice President
Tom Lodise, Faculty Senate Chair; Professor, Pharmacy Practice
Dominick Lomonaco, SGA President
Jonathan Phipps, Associate Vice President of Diversity, Equity and Inclusion
Eric Yager, Associate Professor, Allied Health Sciences
Paula Zeszotarski, Associate Dean for Accreditation, Assessment and Institutional Effectiveness
Strategic Plan Pillar Committees
ACADEMIC EXCELLENCE/REVITALIZE RESEARCH
Dan Smith, Instructor, Allied Health Sciences
Jennifer Cerulli, Assistant Director, Experiential Education
David Clarke, Department Chair and Associate Professor, Life Sciences
Paul Denvir, Associate Professor, Allied Health Sciences
Margaret Doll, Assistant Professor, Allied Health Sciences
Darb Fitzgerald, Director, Network & Telecommunications, Information Technology Services
Tiffany Gutierrez, Vice President of Enrollment Management
Martha Hass, Professor, Life Sciences
Kideok Jin, Associate Professor, Pharmaceutical Sciences
Jarrett Lykins, Assistant Director, Center for Student Success
Meenakshi Malik, Associate Dean for Health Sciences
Anne McCabe, Assistant Professor, Life Sciences
Jen Mlyniec, Instructional Designer, Center of Innovative Learning
Marcel Musteata, Associate Professor, Pharmaceutical Sciences
Al Sacco, Registrar, Enrollment Management
Vir Singh, Assistant Professor, Life Sciences
QUALITY STUDENT EXPERIENCES
Nicole Shakerley, Assistant Professor, Life Sciences
Alison Buckley, Director of Residence Life
Chris Connell, Manager, Academic Technology, Information
Technology Services
Peter Cornish, Director of Counseling, Student Life
Samson Dikeman, Head Coach, Athletics and Recreation
Anna Eyre, Writing Instructor and Writing Program Director, Allied Health Sciences
Diana Foster, Program Administrator, Experiential Education
Gina Garrison, Professor, Pharmacy Practice
Sue Iwanowicz, Director, Library Services
Angela Palmer, Coordinator of Peer Mentor Programs, Center for Student Success
Lisa Shaffer, Head of Reference and Education Services, Library Services
Elizabeth Sweet, Mental Health Counselor, Student Life
PEOPLE AND CULTURE
Allison Burton-Chase, Associate Professor, Allied Health Sciences
Betsy Brookins, Associate Professor, Life Sciences
Bailey Cummings, Associate Manager, Communications and Marketing
Diana Foster, Program Administrator, Experiential Education
Lauren Purington, Associate Professor, Pharmaceutical Sciences
Linda Roberts, Academic Class Advisor, Career & Employer Relations
Coordinator, Center for Student Success
ENGAGE WITH COMMUNITIES
Courtney Tackes, Assistant Dean, Experiential Education
Bailey Cummings, Associate Manager, Communications and Marketing
Teresa Kane, Instructor, Pharmacy Practice
Wendy Parker, Associate Professor, Allied Health Sciences
Lauren Stock, Academic Advisor, Head Women’s Basketball Coach, Center for Student Success
Megan Veselov, Coordinator, Community Practice Experiences, and Assistant Professor, Pharmacy Practice
Kate Wantuch, Systems and Metadata Librarian, Library Services
Alexandra Watson, Associate Professor, Pharmacy Practice
FISCAL STRENGTH AND STEWARDSHIP
Luke Schmonsky, Director, Center for Student Success
Kelly Bach, Assistant Professor, Pharmacy Practice
Ray Chandrasekara, Associate Professor and Director of Intercultural Affairs & Diversity
Wendy Diefendorf, Director, Admissions
Kristen Ruby, Assistant Director for Administrative Operations
Manish Shah, Associate Professor, Pharmaceutical Sciences
Josh Singletary, Chief Information Officer, Information Technology Services
Marcy Stengel, Director of Development, Institutional Advancement
Bob Waniewski, Associate Professor, Pharmaceutical Sciences
BOARD OF TRUSTEES
Walter S. Borisenok, Chair
William G. Shields ’84, Treasurer
Richard H. Daffner ’63, Secretary
Helen A. Ashuntantang ’06
Matthew Bette
Holly Bonsignore ’82
Paul DerOhannesian II
Christopher Di Lascia ’83
Edward J. Enos ’84
Donna French ’88
Hugh A. Johnson
Susan Learned ’91
James Notaro ’84
Kimberleigh A. Phelan
Wallace Pickworth ’69
Gregory Sciarra ’93
David Stack ’76
Marc Watrous ’91
Dawn Thompson
Pamela Williamson
Trustee Emeritus: Kandyce J. Daley ’74
President’s Senior Leadership Team
Michele Vien, Senior Vice President of Finance and Administration and CFO
Anuja Ghorpade, Dean and Vice President of Academic Affairs
John Felio, Vice President of Student Experience
Diane O’Connor, Vice President of Communications and Marketing
Michael Pasquarella, Vice President of Institutional Advancement
Meenakshi Malik, Associate Dean for Health Sciences and Professor, Life Sciences
Joseph Carreno ’10, Associate Dean for Pharmacy and Associate Professor, Pharmacy Practice
Michelle Lewis, Executive Director, Stack Family Center for Biopharmaceutical Education and Training
Jonathan Phipps, Associate Vice President of Diversity, Equity, and Inclusion
Altair Espino, Executive Assistant to the President and Board of Trustees
acphs.edu/strategic
