The President’s Report | 2007

Overview

The growth of the university-wide enrollment, size of graduatingclasses, highly qualified undergraduate applications, number ofdoctoral research students and externally sponsored facultyresearch bode well for the continued ascent of Stevens among thenation’s leading research universities. These gains are enabled anddriven by the ever increasing excellence of faculty scholarship, theacademic achievements of the student body and efforts of thededicated administrative staff who are committed to serving ouracademic community.

Strategic Positioning PlanTo further advance the standing of Stevens, and secure the under-lying financials for the future, the Institute has undertaken thedevelopment and implementation of the Strategic Positioning Plan(SPP), whose overarching goals for 2012 are to:

• continue the gains in excellence of our undergraduate andmaster’s education;

• grow sponsored research and doctoral education with empha-sis on cross-disciplinary academics;

• sustain strong management and financial controls;

• double the endowment from its present value of approximately$150 million as of June 30, 2007 (estimated & unaudited); and

• be recognized as one of the nation’s top research universities by funding agencies, corporations, foundations, prospectivefaculty and students, alumni and other academic institutions.

Success in meeting these challenging goals is based on thecollective success of different sectors of the Institute-widecommunity in achieving key objectives:

• building communities of research and creative enterpriseamong the faculty and students;

• growing externally sponsored faculty research from its presentlevel of approximately $30 million (unaudited) as of June 30,2007 to $50 million;

• ensuring strong fiscal management;

• significantly increasing alumni annual giving from its presentannual level of approximately $2.5 million toward $4 million to$5 million by 2012 so that more scholarship support can beprovided to those outstanding students seeking the Stevenseducation;

• sustaining the excellence of undergraduate & master’s programs;

• attracting a larger cadre of outstanding doctoral research students; and

• launching an endowment building capital campaign with thecommitted participation of alumni and other friends.

The Institute’s distinctive Technogenesis® approach, whereinfaculty, students and external partners jointly create shared valuefrom the Institute’s intellectual property, provides an enrichedlearning environment that better prepares all students for successin the highly competitive global economy. Tomorrow’s graduatesmust not only be excellent in their respective fields, and have theadvantages of the broad-based Stevens education, but also be ableto add value to the organizations that employ them by demon-strating their deeper understanding of how their knowledge andskills relate to the needs and interests of the global marketplace.

The Institute gains critical mass and competitive advantage from itscomparatively small size, by focusing on strategic cross-disciplinaryareas of faculty research, which are fertile grounds for break-throughs in engineering, science and technology management.The Institute’s current cross-disciplinary thrust areas are: systemsand enterprise management and architecture; security – maritime,cyber, information and communication networks; and multi-scaleengineering, science and technology.

systemsand enterprisemanagement

and architecture

security: maritime, cyber,information and

communication networks

multi-scaleengineering, science

and technology

thrust areas for critical mass & global impact

facultyrewards and

administrative support

for sponsored research

endowmentfor student

scholarships, faculty salaries

and chairs

strong fiscalmanagementand financial

controls

enhanced prestige

and name recognition

cross-disciplinary research rooted in strong individual faculty scholarship

excellence in undergraduate and master’s programs

institutional policies and practices for excellence in faculty teaching and research

Strategic Positioning Plan

systemsand enterprisemanagement

and architecture

security: maritime, cyber,information and

communication networks

multi-scaleengineering, science,

and technology

thrust areas for critical mass & global impact

facultyrewards and

administrative support

for sponsored research

endowmentfor student

scholarships, faculty salaries

and chairs

strong fiscalmanagementand financial

controls

enhanced prestige

and name recognition

cross disciplinary research rooted in strong individual faculty scholarship

excellence in undergraduate and master’s programs

institutional policies & practices for excellence in faculty teaching & research

S P P

Dear Colleague:

It is my great privilege as president

to communicate to you current information

and developments pertaining to the

present status and future directions of

Stevens Institute of Technology.

This report consists of an

Overview, Institute

Trends, Feature Reports

and Conclusion.

OVERVIEW THE PRES IDENT’S REPORT | 2007 3

School of Engineering and

Science

School ofSystems and Enterprises

School ofTechnology

Management

Provost andUniversty Vice

President

College of Arts and Letters

Vice Provostfor Research

Undergraduate Table I is a comparison of undergraduate parameters in the year1995 and in 2007. Trends in indicators such as acceptance rate, thenumber of entering freshmen, early-decision applicants, yield andSAT range, point to the increasing excellence of the undergraduatestudent body.

Table II illustrates the exceptional potential of scholarship supportto attract the most promising students in the nation. These scholarsare also sought after by the largest endowed universities.Therefore, with increased alumni annual giving and a largerendowment planned through the SPP, the Institute will be able toenroll a larger number of such extraordinary students.

The starting salaries as of May 2007 for the class of 2007 are shownin Table III. The fact that the Stevens average accepted salaries are,in each major, higher than the national average illustrates thatprospective employers greatly value Stevens graduates. For somemajors, such as Computer Engineering, Civil Engineering, Com-puter Science and Business and Technology, Stevens grads aredemonstrably above the national average. The Institute’s CareerDevelopment Office was rated 16th in the Best 366 Colleges by the2007 Princeton Review.

Institute Trends

Table I Undergraduate Parameters

1995 2007

Applications 1,916 3,058

Acceptance Rate 71% 49%

Entering Class (Total) 406 573

Entering Class (Freshman) 312 506

Entering Early Decision 20 199

Yield Rate* 30% 38%

SAT Range (25%–75%) 960–1355 1170–1360

Overall University Enrollment 1,302 2,041

Net Undergraduate Revenue $13.1 mil $32.0 mil**

States Representedin the Entering Class 16 30

*Percentage of students who accept our offer to attend Stevens.**Unaudited, adjusted for inflation using CPI.

Table V Doctoral Programs

2000 2006*

Full-time Doctoral Students 176 276

Doctoral Graduates 25 41

Full-time Doctoral Studentsper Faculty Member 1.5 2.1

Full-time Doctoral Graduatesper Faculty Member 0.2 0.3

*estimated as of 2006

Table II Undergraduate Scholars Program

Entering Year # Scholars SAT Range GPA

2003 42 1400–1490 3.82

2004 44 1420–1490 3.9

2005 58 1400–1490 3.87

2006 60 1430–1500 3.9

2007 55 1400–1540 3.92

Table IV Master’s Program

Degrees Awarded 1995 2006

Master’s 449 851

Certificate 21 330

Revenue Total $9.65 mil $34.31 mil

Table III Accepted Salary Offers – Class of 2007 National Average Stevens Average

Biomedical Engineering

Chemical Engineering

Civil & Environmental Engineering

Computer Engineering

Electrical Engineering

Engineering Management

Mechanical Engineering

Business & Technology

Computer Science

$40,000 $50,000 $60,000 $70,000 $80,000

$160

$120

2001 2002 2003 2004 2005 2006*estimated as

of 6/30/07(unaudited)

2007

$135.55

$114.22 $113.10$120.06

$130.16$140.46

$157.0*

$80

$40

$0

Table VI Investment TrendsEndowment and Other Investments Market ValueEnding Market Value as of June 30

New Academic StructureWith the strong endorsement of the Board of Trustees and faculty,a new academic leadership position was created to ensure successin the SPP and fiscal management ofInstitute priorities. Dr. George P. Korfiatiswas named Provost and University VicePresident, the second most senior positionof the Institute. Dr. Korfiatis, formerly theDean of Engineering and previously theFounding Director of the Center forEnvironmental Systems, has a remarkablerecord of achievement in teaching, spon-sored research, scholarly publications,intellectual property development andtechnology commercialization throughTechnogenesis.

With input and guidance from a Faculty Task Force, as well as mem-bers of the Board of Trustees, a new academic structure has beenestablished to further the ascent of the Institute through the SPP.

The new Charles V. Schaefer, Jr. School of Engineering and Sci-ence will strengthen the individual disciplines and degree programs ofboth engineering and science, while establishing the incentives,rewards and recognition for excellence in cross-disciplinary scholarship.

The School of Systems and Enterprises was launched to buildon the extraordinary momentum of graduate educational andresearch programs in strategic areas of systems engineering andenterprise architecture, which have received global recognition.

The Wesley J. Howe School of Technology Management isflourishing through its successful educational programs in Informa-tion Systems and Technology Management, as well as its researchthrusts in new areas such as Social Networks and Hostile Intent,which enjoy collaboration with engineering and science faculty.

The new College of Arts and Letters will further the Institute’slegacy of humanities study for engineering, science and businessand technology students, as well as nurture the important role ofthe humanities in the intellectual vitality of the campus.

The newly created position of Vice Provost for Research under-scores the growing and strategic role of externally sponsoredresearch for the continued ascent of the Institute among thenation’s premier research universities.

Mission and Core ValuesThe academic and administrative leadership are fully dedicated to fur-thering the Institute’s mission and the safeguarding of its core values.

The Institute’s mission is to provide the academic setting wherethe pursuit of bold new ideas, creative enterprise and a zeal forlearning flourish among the faculty and students in their pursuitsof engineering, science and technology management, as well as ofthe humanities which enrich our academics. The Institute strives tofoster the attributes of exemplary leadership among all of itsstudents and garner the generosity and dedicated involvement ofall graduates. Cross-disciplinary research, at the frontier of theInstitute’s academic disciplines and rooted in strong individualscholarship, is seen as providing exceptionally fertile areas for thediscovery of vital new knowledge. Strategic partnerships andcollaboration between, and among, business, industry, govern-ments and other universities enhance the learning environmentwhile providing opportunities for the Institute’s service nationallyand globally.

The Institute’s Core Values are:

Dr. George P. Korfiatis

• Broad-based TechnologicalEducation

• Learning Enhanced byResearch

• Operational Excellence

• Cross-DisciplinaryScholarship

• Creative Enterprise

• Mutual Respect

• Closely Knit Community

• IntegrityThe fact that the Stevens

average accepted salaries are, in each major, higher than the national average illustrates that prospective employers greatly value Stevens graduates.”

‘‘

4 THE PRES IDENT’S REPORT | 2007 OVERVIEW INST ITUTE TRENDS THE PRES IDENT’S REPORT | 2007 5

‘‘

FinancialsThe basic business indicators, such as undergraduate and graduateenrollments and the volume of externally sponsored research, haveshown steady growth. The total operating budget of the Institutewas $130 million for the fiscal year ending on June 30, 2006.During this year tuition revenues were met, externally sponsoredresearch grew and expenses for materials and services werereduced, compared to fiscal year 2005 for which the budget wasessentially balanced before funding depreciation. Despite thesetrends, the Institute experienced an operating deficit in fiscal year2006 due largely to a shortfall of miscellaneous revenue againstbudget and, to a lesser extent, because of a change in the externalaccounting practice.

During fiscal year 2007, the administrative and academic manage-ment team reduced expenses further and increased revenue.Provost and University Vice President George Korfiatis oversaw thebudget process to ensure success with the academic priorities andInstitute strategy established with the President.

To strengthen budget oversight and financial controls, professionalstaff have been recruited in key areas by the Chief Financial Officerand the Provost and University Vice President has the authority toalign all budget with overall Institute objectives. The goal by fiscalyear 2009 is to fund depreciation with a balanced budget.

Trends in the Institute’s endowment are shown in Table VI, whichshows the estimated value (unaudited) of $150.3 million as of June30, 2007. The declines in 2002 and 2003 coincide with thenational trend at other colleges and universities, which were allaffected by stock market factors.

Since its opening in 1870, the Institute’s endowment has beencomparatively small and the Institute had to purchase additionalland, after the founding gift, to expand. Furthermore, essentialcampus construction to accommodate increased enrollment andprovide for research laboratories were financed by loans, inaddition to gifts, because philanthropy alone did not provide all theresources needed for new construction and renovation.

Many campus improvements have been made over the past 15years to position the Institute for further growth of undergraduate,master’s and doctoral enrollment and faculty required for academicpriorities, as well as to provide a campus setting that is nationallycompetitive: The Lawrence T. Babbio, Jr. Center for TechnologyManagement, new undergraduate dormitories, the DeBaun

Athletic Field Complex, the DeBaun Auditorium, renovation ofWalker Hall, the Charles V. Schaefer, Jr. Athletic Center, new facultyresearch facilities and laboratories, as well as improvements toexisting campus residence facilities.

The goal of the SPP is to more than double the 2007 endowmentindicated in Table VI by 2012. Annual giving is critical to thefinancials of all colleges and universities since such contributionshelp meet critical academic objectives, particularly scholarships forhighly qualified students.

For fiscal year 2006, total giving was more than $5.7 million, ofwhich approximately $2.6 million was giving for current operations(annual gifts) with approximately 30% of alumni participation. Forthe Stevens Fund alone, the average gift was $386. The goal by2012 is to increase annual giving to a steady-state $4 million to $5million through higher percentage participation and larger averagegift. Accomplishing this, while simultaneously conducting anendowment-building campaign, will be a significant achievementfor Stevens and will require the support of all alumni and friends.

The goal of the SPP is to more than double the 2007endowment by 2012. Annual giving is critical…since suchcontributions help meet critical academic objectives,particularly scholarships for highly qualified students.”

GraduateMaster’s programs provide a largecomponent of university enrollment andrevenue, as indicated in Table IV. TheMaster of Science in Information Systems,led by Professor Jerry Luftman, and theMaster of Engineering in Systems Designand Operational Effectiveness, led byDean Dinesh Verma, are among thelargest in the world and have globaloutreach. WebCampus.Stevens is flour-ishing under the leadership of Bob Ubell,Executive Director of the Center for theAdvancement of Online and Professional Education Programs,and WebCampus Director, Robert Zotti. For the fourth consecu-tive year enrollment has been on the increase with a rise of morethan 24% for the 2006-07 academic period. To date, the award-winning WebCampus has enrolled nearly 14,000 students from42 US States and 43 countries worldwide.

Data on the Institute’s doctoral students for the years 2000 and2006 are shown in Table V. Building further excellence in theInstitute’s Ph.D. programs is an important component of the SPP.Through increases in externally sponsored research, as well asthrough new endowed graduate fellowships, the Institute will beable to offer highly qualified college seniors doctoral stipends thatare competitive with offers from the nation’s foremost researchuniversities. The goal of the SPP is to reach a steady-state gradua-tion of 80 doctoral students per year by 2012.

Table I Undergraduate Parameters

1995 2007

Applications 1,916 3,058

Acceptance Rate 71% 49%

Entering Class (Total) 406 573

Entering Class (Freshman) 312 506

Entering Early Decision 20 199

Yield Rate* 30% 38%

SAT Range (25%–75%) 960–1355 1170–1360

Overall University Enrollment 1,302 2,041

Net Undergraduate Revenue $13.1 mil $32.0 mil**

States Representedin the Entering Class 16 30

*Percentage of students who accept our offer to attend Stevens.**Unaudited, adjusted for inflation using CPI.

Table V Doctoral Programs

2000 2006*

Full-time Doctoral Students 176 276

Doctoral Graduates 25 41

Full-time Doctoral Studentsper Faculty Member 1.5 2.1

Full-time Doctoral Graduatesper Faculty Member 0.2 0.3

*estimated as of 2006

Table II Undergraduate Scholars Program

Entering Year # Scholars SAT Range GPA

2003 42 1400–1490 3.82

2004 44 1420–1490 3.9

2005 58 1400–1490 3.87

2006 60 1430–1500 3.9

2007 55 1400–1540 3.92

Table IV Master’s Program

Degrees Awarded 1995 2006

Master’s 449 851

Certificate 21 330

Revenue Total $9.65 mil $34.31 mil

Table III Accepted Salary Offers – Class of 2007 National Average Stevens Average

Biomedical Engineering

Chemical Engineering

Civil & Environmental Engineering

Computer Engineering

Electrical Engineering

Engineering Management

Mechanical Engineering

Business & Technology

Computer Science

$40,000 $50,000 $60,000 $70,000 $80,000

$160

$120

2001 2002 2003 2004 2005 2006*estimated as

of 6/30/07(unaudited)

2007

$135.55

$114.22 $113.10$120.06

$130.16$140.46

$157.0*

$80

$40

$0

Table VI Investment TrendsEndowment and Other Investments Market ValueEnding Market Value as of June 30

Professor Jerry Luftman

6 THE PRES IDENT’S REPORT | 2007 INST ITUTE TRENDS INST ITUTE TRENDS THE PRES IDENT’S REPORT | 2007 7

Table I Undergraduate Parameters

1995 2007

Applications 1,916 3,058

Acceptance Rate 71% 49%

Entering Class (Total) 406 573

Entering Class (Freshman) 312 506

Entering Early Decision 20 199

Yield Rate* 30% 38%

SAT Range (25%–75%) 960–1355 1170–1360

Overall University Enrollment 1,302 2,041

Net Undergraduate Revenue $13.1 mil $32.0 mil**

States Representedin the Entering Class 16 30

*Percentage of students who accept our offer to attend Stevens.**Unaudited, adjusted for inflation using CPI.

Table V Doctoral Programs

2000 2006*

Full-time Doctoral Students 176 276

Doctoral Graduates 25 41

Full-time Doctoral Studentsper Faculty Member 1.5 2.1

Full-time Doctoral Graduatesper Faculty Member 0.2 0.3

*estimated as of 2006

Table II Undergraduate Scholars Program

Entering Year # Scholars SAT Range GPA

2003 42 1400–1490 3.82

2004 44 1420–1490 3.9

2005 58 1400–1490 3.87

2006 60 1430–1500 3.9

2007 55 1400–1540 3.92

Table IV Master’s Program

Degrees Awarded 1995 2006

Master’s 449 851

Certificate 21 330

Revenue Total $9.65 mil $34.31 mil

Table III Accepted Salary Offers – Class of 2007 National Average Stevens Average

Biomedical Engineering

Chemical Engineering

Civil & Environmental Engineering

Computer Engineering

Electrical Engineering

Engineering Management

Mechanical Engineering

Business & Technology

Computer Science

$40,000 $50,000 $60,000 $70,000 $80,000

$160

$120

2001 2002 2003 2004 2005 2006*estimated as

of 6/30/07(unaudited)

2007

$135.55

$114.22 $113.10$120.06

$130.16$140.46

$157.0*

$80

$40

$0

Table VI Investment TrendsEndowment and Other Investments Market ValueEnding Market Value as of June 30

The Center for Control ofQuantum SystemsThe Center for Control of Quantum Systems conducts research atthe frontiers of physics and engineering physics, based in a strongtheory/experimentation matrix. The goal of the center is to controllight-matter interactions with functional materials, with thepotential to produce superior new means of communication,imaging, cryptography, nano-engineering and other applications.

The center’s core team consists of Professor of Physics RainerMartini, whose experimental specialty area is Ultrafast Lasers;Professor Chris Search (Quantum Optics Theory); ProfessorStefan Strauf (Nanophotonics Experimentation); and ProfessorSvetlana Malinovskaya (Coherent Control Theory).

According to Professor Martini, in a quantum world, where proba-bilities are the rule, one can still calculate quantum behavior,allowing for movement “beyond quantum limits,” defining acoherence in quantum technologies and systems. The secret to themeasurement of atomic and subatomic behaviors is ProfessorMartini’s unique switching of near-infrared and mid-infrared lightsources, a technique pioneered at the FEMTOLAB in Stevens’Department of Physics.

Within the center, focus areas will examine ultrafast controlmethods for imaging biological structures; interaction ofnanomaterials and nanophotonics; and electrical transport inballistic semiconductor nanostructures, with the aim of creating

novel quantum devices for the next generation of electrical circuits.The center will also perform research in the area of ultracoldatomic physics, among a variety others.

The Center for Control of Quantum Systems is rapidly becoming alocus of academic entrepreneurship, in which a select group ofinterdisciplinary faculty will jointly collaborate in theory andexperiment to achieve control in atomic and molecular behaviors,semiconductors and quantum dots, and carbon nanotubes andphotonic crystals. These combined efforts will be directed towardthe development of disruptive technologies in the fields ofimaging, light sources, quantum communications and computing,as well as quantum sensing and cryptography.

The center’s agenda includes a strong and progressive series ofseminars, graduate and specialized courses, one-day workshopsand visiting professorship programs.

School of Systemsand EnterprisesGiven society’s inevitable march toward conceiving systems andenterprises of ever-increasing complexity, The School of Systemsand Enterprises is the next logical progression for Stevens as one ofthe leading technological universities in the world.

Among late developments, Dean Dinesh Verma announced that,as part of the school’s ongoing efforts to develop a national andinternational network of collaborators and sponsors, SSE hadconcluded the following agreements and appointments:

• Dr. Anthony Barrese, Distinguished Service Professor, is theDirector of the Global Institute for Systems Engineering, Archi-tecture and Test (SEAT), overseeing an alliance of academicsand industry practitioners in developing Systems Engineeringand Architecture competency development solutions to multi-national corporations.

• Dr. Arthur Pyster, former Senior Vice President for SAIC andDeputy Chief Information Officer for the FAA, joined the schoolas a Distinguished Research Professor, and Director of theApplied Systems Thinking Institute (ASysT), in collaborationwith Randy Beardsworth, ANSER Vice President of HumanCapital and Corporate Communications.

• Dr. John V. Farr now serves as the Associate Dean of Academics,overseeing all matters related to undergraduate, graduate anddoctoral academic programs.

• Dr. Michael Pennotti acts as the Associate Dean forProfessional Programs and has primary responsibility for theoversight and delivery of the professional development andgraduate education programs as they pertain to industry andgovernment partnerships.

• Ralph Giffin III serves as Director of Business Operations andAdministration, managing the day-to-day operations of theschool, coordinating all related industry, government andcorporate relationships.

• Dr. Kathryn Abel serves as Director of Undergraduate Studies,and will handle matters related to undergraduate program-ming and academic advisement.

Additionally, Dr. Brian Sauser, Assistant Professor at SSE, wasawarded a National Aeronautics and Space Administration (NASA)Faculty Fellowship for 2007.

The NASA Faculty Fellowship Program (NFFP) provides faculty anopportunity to engage in research at one of the participating NASACenters. The NFFP research experience supports the SpaceExploration Vision for America’s Civil Space Program — a return tothe Moon, missions to Mars, and journeys beyond, includingNASA’s Exploration Systems, Science, Space Operations andAeronautics research missions. Sauser will spend a 10-weeksummer residency at the NASA Johnson Space Center (JSC) inHouston, Texas, with an option for extended support during theacademic year.

Reflecting further the new school’s vitality, Jorge M. DaSilva wasnamed first in his class at this year’s 2007 UndergraduateCommencement ceremony. Mr. DaSilva received both a bachelor’s

degree in Mechanical Engineering and amaster’s degree in Systems Engineering.DaSilva has accepted a position atEthicon, a Johnson & Johnson company.He will be working for Johnson &Johnson as part of the GlobalOperations Leadership Development(GOLD) Program.

Feature Reports

left to right: Professors Stefan Strauf, Svetlana Malinovskaya, Chris Search and Rainer Martini.

left to right: Dr. Arthur Pyster, Dr. Michael Pennotti and Ralph Giffin III.

The Center for Control ofQuantum Systems is rapidlybecoming a locus ofacademic entrepreneurship...”

‘‘

8 THE PRES IDENT’S REPORT | 2007 FEATURE REPORTS FEATURE REPORTS THE PRES IDENT’S REPORT | 2007 9

The Center for Decision TechnologiesThe Center for Decision Technologies focuses on networks ofpeople, sensors and robots.

“We are examining human-robot interaction in emergency responsesituations,” says Dr. Jeffrey Nickerson, Director of the center in TheHowe School. “We are designing new ways of placing sensors, aswell as responding to emergencies using mobile ad hoc networks.We also have been examining the relationship between transporta-tion and communication networks, which together constitute theinfrastructure of social networks.”

Nickerson’s team includes cognitive psychologists who arecomputationally modeling human category learning. They are also

finding ways to detect hostile intent based on movement patterns,research that is of paramount interest to the US Department ofHomeland Security.

In its study of Human and Machine Learning, the center examineshow humans learn from past experiences by conducting humanbehavioral experiments and developing computational models thatexplain the observed behaviors, with primary emphases on categorylearning, attention, memory and knowledge representation. Basedon the results from human experiments and computer simulations,the center develops adaptive systems or machines that displayeffective learning in varying environments and devise decision andtraining aids that improve people’s performance.

A primary goal of this frontier research is to apply new understanding ofhuman cognition to help solve real-world problems, such as detectinghostile intent, distributing sensors, understanding social networks andimproving education.

Technogenesis EnterprisesSince February 2005, the Office of University Research & EnterpriseDevelopment, led by Vice President Helena S. Wisniewski, haslaunched seven new Technogenesis start-up companies, working to-gether with faculty members, undergraduate and graduate students.

The new enterprises include:

• Attila Technologies LLC • SPOC Inc.• Castle Point Scientific LLC • InStream Media LLC• CBM AquaSol LLC • PredatorVision LLC

The technologies forming the basis of thesecompanies range from advanced wirelesscommunications to biomedical diagnostics,from nano-detection techniques involvingphotonics to systems of digitally embeddedand transmitted information via the Internet,as well as new technologies for water purifi-cation and recycling.

Three of these companies were launched in FY07, making for an average of two to three start-ups launched per year. There are currently two

new companies in the Technogenesis pipeline, slated for debut in late2007 and early 2008.

In 2007 Vice President Wisniewski’s office raised a total of $664,500 innon-Stevens investments and funding for technology start-ups,including monies invested by Connecticut Technology Innovations andthe New Jersey Commission on Science and Technology.

Intellectual Property AdvancesIn addition to the company launches, in FY 07 the Office of Univer-sity Research and Enterprise Development came in with a record 41invention disclosures based on Stevens technologies. This more thandoubled the number of disclosures made in each of the three previous years, with 14 percent of disclosure made in FY belongingto student inventors. A phenomenal 74 percent of all disclosureswere approved for filing.

Stevens can now count 118 items in its patent portfolio, with morethan 30 percent licensed. Additionally, license revenues for FY 07 werewell above $250,000.

left to right: Tom Carton, Project Coordinator; Tal Ben-Zvi, Assistant Professor; Dr. Jeff Nickerson, Director of the Center for Decision Technologies;Toshihiko Matsuka, Research Assistant Professor; Jing Ma, Ph.D. student; Hongyuan Shi, Research Associate; Yasuaki Sakamoto, Research Assistant Professor The Institute’s faculty continues to achieve

at nationally competitive levels in terms

of their scholarly pursuits, sponsored research

and intellectual property. Undergraduate

students distinguish themselves with

the Institute’s rigorous academics while

excelling in extracurricular activities

that enriched campus life for all during the

academic year 2006-07. The class of 2007

was well received by corporations and

leading graduate and professional schools.

The Institute’s master’s programs are

highly successful on a global basis while

enjoying the strong endorsement of a broad

array of industries, as well as government

agencies, both in the US and abroad.

Doctoral student enrollment is increasing

with the growth of sponsored research.

The scholarly work of the Institute’s Ph.D.

students appears in prestigious journals and

is presented at professional conferences.

This momentum from the year 2006-07 bodes

well for achieving one of the key goals

of the SPP which is to further advance the

standing of the Institute among the nation’s

most prominent research universities.

With the support of Trustees, the greater

alumni constituency and other friends, the

Institute will achieve its goals for annual

giving and the launching of a comprehensive

campaign to more than double the endow-

ment by 2012. Already, early commitments

from several alumni and friends have

contributed several million dollars toward our

endowment — commitments that will be

made public when we launch our campaign.

It is a great privilege for me to serve as

president at this exciting time in the ascent

of the Institute.

With best wishes to all.

Hal RavechéPresident, Stevens Institute of Technology

Conclusion

Frank IannaAttila Technologies

Dr. Christos Christodoulatos CBM Aquasol

10 THE PRES IDENT’S REPORT | 2007 FEATURE REPORTS

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NON-PROFIT ORGUS POSTAGE

PAIDHOBOKEN, NJPERMIT NO. 4Castle Point on Hudson

Hoboken, NJ 07030-5991

www.stevens.edu