harvey g. stenger president april 25, 2015 binghamton university alumni council
TRANSCRIPT
Harvey G. Stenger President
April 25, 2015
BINGHAMTON UNIVERSITY
ALUMNI COUNCIL
Goals established by NYSUNY 2020 Add 400–500 students per year Total of 2,000 by fall 2016, bringing total enrollment to 16,746
Each of past three years we’ve had higher UG yield than expected UG at target two years early: 13,398 actual vs. 13,361 target Total is 64 students below the 2016 target
ENROLLMENT GROWTH
Our hiring plans have worked hard to keep up with increases in enrollment Summary: UG’s up 13.0% GR’s up: 13.8%Total Students up 13.1% Staff: UUP up 12.1%; CSEA up 2.0%; total up 9.0%; TTF (+84 in UUP numbers) up 16.3%
Hiring is broad-based, with a focus on TAE process and areas TTF Growth: Harpur +48 : Professional Schools: +36
GROWING STAFF AND FACULTY
Faculty hiring for fall of 2015
ROAD MAP PLANS: FACULTY HIRING
Searches underway : 64
Distribution
42/64 TAE’s (8, 10, 5, 12, 6)
33/64 in Harpur
27/64 in professional schools
4/64 TAE TBD
Funding:
Salary: Units -- $1.8/yr; University -- $3.8M
Startup: University -- $2.9M; State EIP -- $3.0M
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DEVELOPING THE ROAD MAP
Planning stage (Spring–Summer 2012) 400 volunteers respond Nine teams formed around university activities
Round 1 (Fall 2012–Summer 2013) Teams develop vision statements and propose
projects Defined “premier” Five Strategic Priorities identified 46 projects funded
Round 2 (Spring–Fall 2014) Strategic priority goals and metrics identified 10 projects funded
Round 3: (Fall 2014–Summer 2015) Goal and metric targets identified 96 proposals submitted Round 3 funding decisions in July
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WHAT IS PREMIER?
The Premier Public University has. . . BalanceAccountabilityExcellence Pride
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FIVE STRATEGIC PRIORITIES
The Premier Public University will. . .
1 engage in path-breaking graduate education, research, scholarship and creative activities that shape the world
2 provide a transformative learning community that prepares students for advanced education, careers and purposeful living
3 unite to foster a diverse and inclusive campus culture4 enhance the University's economic, social and
cultural impact through engagement from the local to the global level
5 optimize the acquisition and allocation of human, technological, financial and physical resources
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STRATEGIC PRIORITIES
Definition
Goals
Measurements
Strategies
A highlight
1GOALS: STRATEGIC PRIORITY ONE
Gain national recognition for outstanding doctoral education
Increase research, scholarship, and creative activities profile
Enrich collaborative culture for research, scholarship and creative production
Increase the transformational impact of the university’s research, scholarship, creative activities and doctoral education on society
Engage in path-breaking graduate education, research, scholarship and creative activities that shape the world.
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SP1: RESEARCH AND CREATIVE ACTIVITIES METRICS
Doctoral degrees awarded
Sponsored programs expenditures
Faculty participation in TAEs, Organized Research Centers, and Advanced Study Institutes
Strength and recognition of faculty scholarship
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STRATEGIES FOR ENHANCING RESEARCH AND CREATIVE ACTIVITIES
Establish School of Pharmacy and Pharmaceutical Sciences
Increase PhD support and recruitment
Strengthen TAEs and ORCs
Enhance faculty recruitment
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CORE HIRING IN OUR TRANSDISCIPLINARY AREAS OF EXCELLENCE (TAE)
J. David Jentsch, currently professor of psychology at UCLA Joining Binghamton’s Health
Sciences TAE Research focus on issues of
impulse control in addiction 6 current NIH grants 2010 Joseph Cochin Young
Investigator Award 2011 Jacob P. Waletzky
Award for Innovative Research
2GOALS: STRATEGIC PRIORITY TWO
Build a dynamic and transformative learning community
Prepare undergraduates for the challenges of graduate school
Prepare students to enter the workforce and successfully navigate career choices
Engage alumni in their communities
Increase four-year graduation rate
Foster and promote healthy living in support of students’ lifelong success
Provide a transformative learning community that prepares students for advanced education, careers and
purposeful living.
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SP2: LEARNING COMMUNITY METRICS
Undergraduate graduation rate
Retention rate
Percentage of students entering graduate school
Percentage of students with high-impact learning experiences (study abroad, undergraduate research, internships, community service)
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STRATEGIES FOR ENHANCING THE LEARNING COMMUNITY
4-1-1: Increasing MA and MS enrollment
Center for Learning and Teaching
High impact learning experiences Study abroad, undergraduate
research/freshman research immersion, internships, community service
Fleishman Center for Career and Professional Development
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FLEISHMAN CENTER FOR CAREER AND PROFESSIONAL DEVELOPMENT
Kelli Smith, Director
Goal is to reach out to “communities” of students, alumni and employers serve alumni 6 months out Worked with Alumni Relations office
to create an online “career toolkit” Outstanding facilities
Support for internships, full-time hiring and alumni networks
2014-15: record 6,000 walk-in career advising sessions and appointments.
Record number of campus interviews—2,300
3GOALS: STRATEGIC PRIORITY THREE
Enhance diversity at both undergraduate and graduate levels.
Enhance diversity of the faculty, staff, and administration.
Provide support services to all students, faculty, and staff with special needs.
Elevate the culture of diversity and inclusiveness in the campus community.
Unite to foster a diverse and inclusive campus culture.
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SP3: INCLUSIVE COMMUNITY METRICS
Percentage of under-represented minority students
Percentage of students receiving Pell Grants
Graduation rate of under-represented students
Number of students with special needs served by campus programs serving these needs
Percentage of under-represented minority faculty and staff
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STRATEGIES FOR ENHANCING INCLUSIVENESS
Office of Diversity, Equity, and Inclusion
Divisional diversity officers
Faculty and staff recruiting
Strengthening programs that support diversity: EOP, McNair, CSTEP,
Clark, Myers scholars
Campus climate survey
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GAUGING THE ENVIRONMENT: THE CAMPUS CLIMATE SURVEY
2042 responses—students, faculty, staff
Report on line at ODEI home page Binghamton is a good place to work People at Binghamton place a high
value on diversityChallenges to be addressed
Student to student interactions Supervisor to staff interactions Creating a more diverse workplace
4GOALS: STRATEGIC PRIORITY FOUR
Strengthen the University’s regional economic impact
Improve the University’s regional social impact
Enhance the University’s regional cultural impact
Improve the University’s global social impact
Enhance the University’s global cultural impact
Enhance the University's economic, social and cultural impact through engagement from the local to the
global level.
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SP4: ENGAGEMENT METRICS
Number and percentage of students involved in volunteerism, service learning, internships
Number of new companies associated with Binghamton University
Number of people participating in on-campus events
Number of students enrolled in study abroad programs
Number of graduates who live abroad
Total university economic impact
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STRATEGIES FOR CREATING A MORE ENGAGED CAMPUS
International student and scholar support
Off campus projects: Incubator, School of PPS
Center for Civic Engagement (CCE)
Fostering entrepreneurship
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STRENGTHENING OUR CAMPUS AND COMMUNITY THROUGH ENTREPRENEURSHIP
Southern Tier High Tech Incubator
Binghamton University Start-up Suite
Upstate Revitalization: the Southern Tier Strategy Endicott, Johnson City, and Binghamton corridor
Supporting the transition from research to production Prof. Ron Miles MEMS Microphone Prof. David Davies biofilm dispersal molecule
Our challenges: looking for venture capital and experienced
entrepreneurs Referrals and networks Business and technical expertise
5GOALS: STRATEGIC PRIORITY FIVE
Develop the financial resources necessary to achieve the University’s goals
Optimize staff and faculty resourcesExpand technological resourcesContinue to upgrade our physical
infrastructure and facilities
Optimize the acquisition and allocation of human, technological, financial and physical resources.
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SP5: STRATEGIC INVESTMENTS METRICS
Total external resources
Gift and donation revenues
Campus building space by type and FTE
Student to tenure track faculty ratio
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STRATEGIES FOR INCREASING STRATEGIC INVESTMENTS
Growth in MA/MS 4-1-1 and other growing disciplines
REDC and Upstate Revitalization proposals
NY SUNY 2020 tuition policy renewal
Philanthropy
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PHILANTHROPY
Fiscal year 2014–15: 11 New commitments of over $100,000 Kim Korean Center Menner Family endowed faculty fellow in
pharmacy Ford Family Senior Care Center Should exceed goal of approximately $6M
Binghamton Fund (telefund and direct mail) raised $1M by December 31 for first time
Telefund reached $500,000 this week
On-line giving in December up nearly 40% compared to last year
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SUMMARY
We’re getting biggerWe’re getting betterWe’re doing it with Balance, Excellence,
Accountability, and PrideWe’re doing it with a plan We’re impacting the worldWe’re enjoying it!
THANK YOU
Slides available at binghamton.edu/roadmap