Strategic Plan 2024-2029

S TRAT E G IC P L A N

A ROADM AP FOR 2 0 2 4 AN D BE YO N D ENGAGE. LEARN. LEAD. SERVE.

SEE THE FUTURE. MAKE IT HAPPEN.

OU R M I S S I ON RE M A IN S T HE SA M E .

We educate the next generation of leaders to improve the health of our society.

OU R S I N GU L A R V ISI O N E N CA P S U L AT E S MU LTI PL E PR I NCI P L E S F RO M T HE PAST.

ENGAGE. LEARN. LEAD. SERVE.

ACPHS strives to be a global leader in preparing students for transformative health careers to solve problems that change the world.

OU R C OR E VA LU E S B U I L D O N LO N G-ESTA BL I S HE D T E N E TS .

• Student-centered • Integrity • Respect • Collaboration • Community • Excellence

MESSAGE F R OM TH E P RE SI D E N T 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.

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

ENGAGE. LEARN. LEAD. SERVE.

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.

MESSAGE F R OM TH E CH A IR OF TH E STR AT E G I C P L A N STEERI N G C OM M I T T E E “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?

ENGAGE. LEARN. LEAD. SERVE.

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

ENGAGE. LEARN. LEAD. SERVE.

STR AT EGI C PL A N T I M E L I N E

FA LL 2022

New vision statement drafted and vetted

O C T. 2023

Initial review by Board of Trustees Faculty Assembly vote

FEB. 2023

Appointment of Steering Committee

NOV. 2023

Include feedback from Cabinet, President and Board of Trustees

MAR. 2023

Cabinet reviews outline of plan

DE C .

2023

Finalize monitoring and reporting dashboard

A P R. 2023

Develop web site, marketing assets and messaging to promote plan

General outline shared with Board of Trustees

JA N. 2024 S E P T. 2023

Strategic Plan draft to Board of Trustees

Final approval from Board of Trustees Launch strategic plan at State of the College address

PILLA R S & GOA L S

ENGAGE. LEARN. LEAD. SERVE.

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.

ENGAGE. LEARN. LEAD. SERVE.

P I L LAR S & GOALS

ACADEMIC EXCELLENCE

QUALITY STUDENT EXPERIENCES

PEOPLE & CULTURE

ENGAGE WITH COMMUNITIES

FINANCIAL STRENGTH & STEWARDSHIP

1. Launch new, innovative academic offerings

1. Enhance student success inside the classroom

1. Focus on people

1. Expand the ACPHS brand

1. Grow to become a strong university

2. Enhance and grow existing programs

2. Amplify student success outside the classroom

2. Create a virtual Center for Corporate and Public Engagement

2. Leverage CBET as a key ACPHS differentiator

3. Promote breakthrough research

3. Prioritize wellness and inclusive support 4. Execute a revised Campus Master Plan

2. Create an Advancement Partner Spotlight Initiative 3. Achieve operational excellence at all levels of the organization

3. Expand the experiential network

3. Bridge the prosperity gap 4. Create a “top prospect management ecosystem” 5. Implement transformative changes beyond the core

PI LLA R 1 : ACA D E M I C E XC E LLE N C E

THE FUT URE 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.

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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

ENGAGE. LEARN. LEAD. SERVE.

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

PI LLA R 2 : Q UA LI T Y S T U D E N T E X P E RIE NCE S

THE FUT URE 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.

MA KING IT HA PPE N ENGAGE. LEARN. LEAD. SERVE.

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

ENGAGE. LEARN. LEAD. SERVE.

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

PI LLA R 3 : PE O P LE & C U LT U R E

THE FUT URE 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.

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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

ENGAGE. LEARN. LEAD. SERVE.

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

PI LLA R 4 : E N GAG E WI T H C O M M U N I T IE S

THE FUT URE 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.

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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

ENGAGE. LEARN. LEAD. SERVE.

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

PI LLA R 5 : F I N A N C I A L S T R E N GT H & STE WA R DSHIP

THE FUT URE 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.

M A KING IT HA PPE N GOAL 5.1: Grow to become a strong university

ENGAGE. LEARN. LEAD. SERVE.

• 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

ENGAGE. LEARN. LEAD. SERVE.

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 TH A N K S TO T HE L E A D E RS A N D T E AM S WH O WOR K ED TO CRE AT E T HIS ROA D M A P 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 ACA DEMIC E XCE L L E N CE /RE VITAL IZ E R E S E A R C H Dan Smith, Instructor, Allied Health Sciences Jennifer Cerulli, Assistant Director, Experiential Education David Clarke, Department Chair and Associate Professor, Life Sciences

ENGAGE. LEARN. LEAD. SERVE.

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

Q UA LI T Y ST U D E N T E X PE R I ENC E S 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 PE O PLE A N D C U LT U R E 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

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B OA RD O F T RUST E E S EN GAGE W ITH COMMUN ITIE S 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 FISCA L STRE N GTH AN D STE WARD SHIP Luke Schmonsky, Director, Center for Student Success Kelly Bach, Assistant Professor, Pharmacy Practice Ray Chandrasekara, Associate Professor and Director of Intercultural Affairs & Diversity

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

Wendy Diefendorf, Director, Admissions Kristen Ruby, Assistant Director for Administrative Operations

President’s Senior Leadership Team

Manish Shah, Associate Professor, Pharmaceutical Sciences Josh Singletary, Chief Information Officer, Information Technology Services

Michele Vien, Senior Vice President of Finance and Administration and CFO

Marcy Stengel, Director of Development, Institutional Advancement

Anuja Ghorpade, Dean and Vice President of Academic Affairs

Bob Waniewski, Associate Professor, Pharmaceutical Sciences

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

106 New Scotland Avenue Albany, NY 12208 acphs.edu/strategic plan