The Road Map Steering Committee met in the summer of 2013 to discuss the initial allocations for the 2014-15 academic year, and made final decisions on which proposals to fund. Of the 179 original proposals, the following received some level of Road Map funding:
| Proposal | Description |
|---|---|
| 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. |
| 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. |
| Increase institutional support for interdisciplinary research | Encourage interdisciplinary research through faculty incentives and centralizing our research facilities. |
| Industry-funded research | Increase industry-funded research based on best practices utilized by other successful industry-funded research institutions. |
| Library support for new programs and departments | Expand the Library’s collections, monographs, journal and database subscriptions. |
| 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. |
| Join 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. |
| 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. |
| 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. |
| 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. |
| 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. |
| Enhance the 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. |
| 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. |
| 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. |
| Developing a premier student experience through Academic Advising | Create a unique academic advising model distinct to Binghamton University to define the Binghamton student experience. |
| EASSE into Premier: Expanding Academic Skills and Support in English | Expand academic skills and support in English for international students. |
| Foster a culture of undergraduate research | Promote undergraduate interests and ideas inherently enhancing the value of a Binghamton degree. |
| Gateways to success | Teaching introductory courses as "flipped," mastery, residential-based classes. |
| Task force study of approaches to graduate study success | Engage in a road map of graduate education through studying several graduate student success metrics. |
| 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. |
| The role of online learning in a premier university | Create a framework for online education. |
| Innovative teaching in semester-long courses | Consider experimentation with traditional semester-long courses without compromising desired learning outcomes. |
| 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 trersity and inclusiveness is everyone's responsibility and an integral part of the fabric of our University. |
| Adaptive technology and information access services | Ensure all University members equitable access to all visual and auditory aspects of University-related programming. |
| Creation of divisional/dept. staff with diversity responsibilities | These dedicated staff members will ensure that a commitment to trersity is woven throughout the fabric of the University. |
| 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. |
| 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 trersifying the international student body. |
| Carnegie classification application | The University will demonstrate its commitment to community service by implementing the Carnegie Classification Application. |
| Create 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. |
| Increase 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 trerse populations. |
| 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." |
| 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. |
| 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. |
| Plan and execute the next successful comprehensive gifts campaign | Several initiatives related to improving advancement activities on campus. |
| Increase and improve instructional space | Regularly upgrade the technology in classrooms and teaching laboratories. |
| Develop a comprehensive space process | Obtain more physical space for growth and develop efficient utilization of existing and new spaces. |
| 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. |
| Infrastructure to support distance learning | Increase equipment, network capacity, space and staff in support of distance education offerings on campus. |
| Enhance creative activities and research infrastructure | Increase hires and training for technical and compliance support staff. |
| 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. |
| 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. |
| Establish a process for vetting and prioritizing projects | Develop avenues for donors to contribute to specific, high-priority Road Map proposals. |
