Strategic Plan: Round One Funding
Round One Funding - 2014/15
- Creative Activities
- Learning Community
- Inclusive Campus
- Strategic Investments
SP1.1: Develop a Plan for Attaining Membership in the Association of Research Libraries
Attain membership in the Association of Research Libraries to reflect our distinguished collections, services and research resources and to open up avenues for increased funding.
SP1.2: Establish a New College or School in the Life Sciences
Immediately develop a task force to identify the feasibility, potential barriers and resources needed to establish a school of pharmaceutical sciences and pharmacy to enhance our graduate programs in the life sciences.
SP1.3: Increased Institutional Support for the Interdisciplinary Research
Encourage interdisciplinary research through faculty incentives and centralizing our research facilities.
SP1.4: Industry funded research
Increase industry-funded research based on best practices utilized by other successful industry-funded research institutions.
SP1.5: Library Support for New Programs and Departments
Expand the Library’s collections, monographs, journal and database subscriptions.
SP1.6: Increase the Funds Available for New Faculty Start-up Support
Close the gap between available resources for new faculty start-ups and the actual start-up costs.
SP1.7: Joining the Association of American Universities (AAU)
Run a study comparing Binghamton to the average American Association of Universities member on key metrics and pursue tactics to elevate Binghamton based on those metrics.
SP1.8: Raise the Majority of PhD Programs to the 50th Percentile or Above
Elevate half of our PhD programs measured by Academic Analytics to above national averages, including 1/5 above the 66th percentile and 1/6 above the 75th percentile, by 2016.
SP1.9: Recruit Top Quality PhD Students
Recruit top-quality PhD students through increased graduate assistantship openings, increased incentives for faculty to sponsor research project assistantships and decreased student:faculty ratios in master’s and doctoral-level classes.
SP1.10: Smart-Energy and Health Sciences
Align Binghamton’s existing strengths with grand societal challenges and adopt a strategic investment plan that would propel Binghamton to a leadership role in the areas of smart energy and health sciences; become national centers for smart-energy and health-sciences research.
SP1.11: STARS: Strategic Targeted Academic Research Support; Adopt Strategies for Investment to Create Exponential (Non-Linear) Increases in Extramural Funding
Employ the method of targeted cluster faculty hires to rapidly enhance Binghamton’s stature as a research institution and elevate Binghamton’s graduate programs Recruit and retain a national faculty that ensures long-term productivity and a culture of accomplishment, competitive interaction and innovation.
SP2.1: Enhanced Center for Learning and Teaching
A new center to support and enhance a culture of excellence in teaching on our campus through a number of services.
SP2.2: Core Competencies for Binghamton University Undergraduates
Create a set of competencies that will characterize a Binghamton University graduate A committee will be charged with establishing a process to guide students’ adaptation to competencies and monitor their success.
SP2.3: Critical Staffing Needs to Support AV Technology in Classrooms
Increase staff to ensure that Binghamton classrooms meet the standards of AV technology for an improved learning experience.
SP2.4: Developing a Premier Student Experience through Academic Advising
Create a unique academic advising model distinct to Binghamton University to define the Binghamton student experience.
SP2.5: EASSE into Premier: Expanding Academic Skills and Support in English
Expand academic skills and support in English for international students.
SP2.6: Fostering a Culture of Undergraduate Research
Promote undergraduate interests and ideas inherently enhancing the value of a Binghamton degree.
SP2.7: Gateways to Success
Teaching introductory courses as "flipped," mastery, residential-based classes.
SP2.8: Task Force Study of Approaches to Graduate Study Success
Engage in a road map of graduate education through studying several graduate student success metrics.
SP2.9: Fleishman Center
Require that every Binghamton University student participate at least once in a high-impact learning experience such as service learning, study abroad, research or an internship.
SP2.10: The Role of Online Learning in a Premier University
Create a framework for online education.
SP2.11: Innovative Teaching in Semester-long Courses
Consider experimentation with traditional semester-long courses without compromising desired learning outcomes.
Progress Report: 9/12/2014
SP3.1: Develop Organizational Structure to Support Diversity, Equity and Inclusiveness
A new office to be led by a newly appointed vice president to promote and model a philosophy that diversity and inclusiveness is everyone's responsibility and an integral part of the fabric of our University.
SP3.2: Adaptive Technology and Information Access Services
Ensure all University members equitable access to all visual and auditory aspects of University-related programming.
SP3.3: Creation of Divisional/Dept. Staff with Diversity Responsibilities
These dedicated staff members will ensure that a commitment to diversity is woven throughout the fabric of the University.
SP3.4: Explore Increasing Scholarships to Aid Recruiting Diverse Students, Undergrad and Graduate
Improve the graduation rates of minority students through an increase in the number and amount of scholarships offered.
SP4.1: Bringing the World's Best and Brightest Students to Binghamton University
Improve international recruitment efforts by hiring in-country representatives, improving brand consistency internationally and diversifying the international student body.
SP4.2: Carnegie Classification Application
The University will demonstrate its commitment to community service by implementing the Carnegie Classification Application.
SP4.3: Creating a Nexus for Global Engagement: The Global Center
Create a global center that will become the hub of global engagement for Binghamton University and will become a powerful symbol for our global brand.
SP4.4: Increasing the Consistency and Visibility of our Brand at the Campus, Regional, National, and International Level and Diversify Web Content
Increase brand consistency through one brand name and by creating a brand promise, increase brand visibility through conducting a feasibility study to host a 2016 presidential debate, among other things, provide more information and photographs on the University website to represent and convey our school’s diverse populations.
SP4.5: Provide Students with More and Enhanced Service and Giving Experiences through Coursework
Increase emphasis on service and giving through classes focused on service learning, incorporating student philanthropy and creating a "service-learning certificate."
SP4.6: Promote International Student Success, Retention and Cultural Integration through Coursework
Pre-arrival programs and on-campus social adjustment services and academic support will aid a growing international student population.
SP4.7: Strengthen the Existing Opportunities for Students to Engage in Education Abroad
Break down barriers to education abroad to help students expand their horizons and become global citizens.
SP5.1: Plan and Execute the Next Successful Comprehensive Gifts Campaign
Several initiatives related to improving advancement activities on campus.
SP5.2: Increasing and Improving Instructional Space
Regularly upgrade the technology in classrooms and teaching laboratories.
SP5.3: Development of a Comprehensive Space Process
Obtain more physical space for growth and develop efficient utilization of existing and new spaces.
SP5.4: Network High Speed Redundant Link to the Internet
Add a second high-speed Internet link to the University to satisfy increased demand for bandwidth and serve as a back-up connection in case of unexpected damage to the first.
SP5.5: Infrastructure to support Distance Learning
Increase equipment, network capacity, space and staff in support of distance education offerings on campus.
SP5.6: Enhance Creative Activities and Research Infrastructure
Increase hires and training for technical and compliance support staff.
SP5.7: Support Staff Required to Maintain and Operate New Buildings and Additions
Maintain the new buildings and additions on campus with increased support staff, safety features, cleaning materials, etc.
SP5.8: Emphasize Broad-Based Engagement Activities
Engage alumni capable of giving a major gift to their University through activities such as events and other opportunities to interface with current students and University operations.