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