Strategy #1: Invest In Academic Excellence, Innovation, Growth and Diversification
The expansion of research facilities (e.g. Innovative Technologies Center/ITC) and
remote facilities will necessitate an increase of safety and security technologies
to protect these facilities and their occupants. Additionally, these will have to
be hard targeted and designed to limit movement within the facility to authorized
persons only. Hard targeting is exemplified by installing key card access to both
facilities, labs and offices and installing alarms and closed circuit monitoring cameras.
Enact policy changes and enhancements that will guarantee that only those authorized
may have access to the expanded facilities. This may include the mandatory wearing
of identification at all times within remote facilities.
The Live Scan fingerprint technology has been implemented and is now online. This
technology allows officers to electronically fingerprint arrested persons as well
as offer fingerprint services for Binghamton University students. It can also be used
to identify a person through their fingerprint and can be a valuable investigative
tool. Live Scan also permits the electronic transfer of fingerprints to the Division
of Criminal Justice Services and has dramatically sped up the booking process for
arrested persons. It is integrated with our records management and mugshot software.
Planned implementation of intuitive vending machines that notify vendor when stock is
low and when machines malfunction. Text and Tell Feedback System gives students the
ability to provide real-time feedback to residential dining hall managers from their
cell phones. New Binghamton University Dining App for iPhone to include: meal plan
information, direction to locations, event information, menus and coupons. E-Suds
(a web-based system providing electronic, real-time reporting of available washers
and dryers) notifies users by computer or cell phone once loads are complete.
A Portal Committee was commissioned by Provost Nieman in January 2013 to review and
recommend the University's options regarding a portal. The committee will soon recommend
that the campus proceed; but executives will have to decide on the level of resources,
and hence the level of features, that will be incorporated in the portal effort. Single
sign-on will be a feature of the portal.
Develop a Memorandum of Understanding (MOU) between University Police and the City
of Binghamton Police to define emergency police response to downtown campus facilities.
This may well require continuous review of the MOU with possible dynamic modifications
relevant to the growing relationship between the two law enforcement agencies. (University Police) (100 percent complete – updated annually)
Create a volunteerism program for Binghamton University retirees where they can return
to the campus, share knowledge and make new contributions. (Human Resources) (The retiree program is in full swing and an Advisory Committee
has been established)
Partner with the University Center for Training and Development (UCTD), Human Resources, and
other stakeholders to develop and implement a mandatory online training program to
improve mandated compliance across campus. (Risk Management) (100 percent complete – online training is ongoing)
Create new and additional workshops for interested faculty in how to design and deliver
online courses. (University Center for Training and Development) (100 percent complete – ongoing)
Enhance ways to support growing numbers of international faculty and staff in terms
of visa processing, permanent residence petitions and other personnel related and
required actions. Research feasibility of combining State and RF resources. (Human Resources) (ongoing and have partnered with the Research Foundation)
Enhance student involvement in educational enrichment on campus. Current examples
include Environmental Studies majors who tour the Central Heating Plant each semester, Res
Hall Energy Reduction Contests for the students, Res Hall Recycling Contest, and Earth
Day. (Physical Facilities) (100 percent complete – ongoing)
Enhance our proactive approach to educating Binghamton University's international
students by offering training and orientation opportunities in issues such as American
laws, American customs and American law enforcement. The goal would be to help students
feel more comfortable with the role of the police in this country. (University Police) (100 percent complete – ongoing)
Continue to offer employment opportunities to our international students. Diversifying
our student workforce will assist the University in achieving higher comfort with
the police force and students. (University Police) (100 percent complete - ongoing)
Upgrade the Blackboard course management system, and add Portfolio Management and
Content Management modules to better support faculty and student users. (Computing Services) (100 percent complete)
Complete work on the Information Commons and laboratories on the second floor of ITC,
providing cutting edge learning, teaching and research facilities. (100 percent complete)
Utilize best practices to develop alternative forms of the HR benefits orientation program
to assist with recruitment and retention at all levels. (Human Resources – DVD and streaming video for new faculty and professionals) (100
percent complete)
Strategy #2: Enhance Engagement and Outreach
Investigate new ways to provide the high level of service that our community members
have come to expect. Research the viability of using technologies such as the Mobile
Data Terminals, or wireless network access capability in our patrol cars, thereby
rendering field level service more efficient. Investigate application of new construction
or electronic technology to extant facilities to enhance personal safety. (University Police) (100 percent complete – ongoing)
Implement safety and security technology at University Downtown Center (UDC). This
includes use of CCTV, electronic access control systems, and fire suppression and
monitoring systems. Certain systems may need adjustment and/or modification to accommodate
technological or security demands. University Police continues to be involved in the
personal safety issues relative to the UDC as well as to the ITC. Our continuous
review of security challenges evolving from the use of the UDC and the ITC will be
reflected in an on-going series of security and staffing enhancements as necessitated
by the needs of time. (100 percent complete)
Continue collaboration with the Engineering Department related to lab safety training
for lab occupants and potentially use the resulting process as a model for other campus
departments. Offer use of newly created online lab safety module to departments as
a secondary delivery method when deemed appropriate. (100 percent complete)
Review content of program offered to students referred to Environmental Health and
Safety (EHS) via Judicial process to ensure meaningful completion of safety-related
community service hours. Content of program has been reviewed. After four years in
temporary space, we have moved to our current location and will finally have room
to begin accepting Judicial student referrals again.
Assemble/chair a working group to investigate potential strategies for reducing nuisance
and cooking-related fire alarms on campus, thus reducing the number of calls for the
Vestal Volunteer Fire Department. This group will include representatives of Residential
Life, EHS, Physical Facilities, University Police and an invitation will be extended
to the Vestal Fire Department to utilize their experience and expertise in developing
potential solutions. (100 percent complete)
Refine the Residence Hall Facilities Capital Plan to meet future campus needs. Plans
have been developed to schedule and secure funding for full renovation of College-in-the-Woods
(CIW) and Hinman. This project is proposed to begin upon completion of Phase 4 of
East Campus Housing and includes renovating a residence hall in CIW and a residence
hall in Hinman for a full year. (100 percent complete)
Replace the aging campus web server and ensure that the campus has an alternate Web
presence in case of failure of the main server. (Information Technology Services) (100 percent complete)
Update Design Team Manual and Design Standards to meet and follow new trends, such
as flexible space; train designers and staff to design such spaces and educate customers
about the advantages. (Physical Facilities) (100 percent complete and will update as deemed appropriate)
Pursue a variety of ways that faculty and staff can access important HR and personnel
information on the Web, via the portal, online, self-service, etc. Find ways to meet
our customers where they are and provide service. (Human Resources) (100 percent complete and will be upgraded in the future)
In partnership with others, treat all faculty and staff as lifelong learners and assist
them in this quest with a variety of University-offered seminars, classes and programs
to stimulate thinking, rekindle spirit and advance skills. (Human Resources) (100 percent complete - ongoing)
Strategy #3: Create an Adaptive Infrastructure to Support our Mission
Develop and enhance design standards coupled with value engineering of projects to
ensure high quality, safe and reliable facilities, and efficient use of resources.
(Physical Facilities) (Pre-construction checklist established to mitigate impacts
on campus quality of life)
Develop a University cell phone policy governing cell phone use for phones paid for
by the University along with recommendations for what plans departments should buy,
if needed. (Information Technology Services) (100 percent complete)
Expand implementation of Core Data software program to organize custodial operations
with effectiveness and efficiency. The program will now be rolled out to the residence
halls beginning with the new East Campus Housing. (Physical Facilities) (Core Data program continues to be implemented for other operations)
Develop an Information Security Plan for compliance with SUNY's "Information Security
Guidelines, Part 1." (Information Technology Services) (100% complete)
Redeploy a professional staff member to serve as the campus "Energy Conservation Manager"
to further enhance the campus's energy conservation efforts and to support the University
and President's "Climate Commitment" document. (Physical Facilities) (100 percent complete)
Enhance the hardware and storage environment to meet campus needs. (Information Technology Services) (ITS has acquired an additional 18 Terabytes of
storage capacity in the past year and is planning its needs for the coming year)
Evaluate the results of a recent Customer Satisfaction Survey to determine where Facilities
is performing well and where we need improvement. Establish and benchmark and continue
to distribute the survey twice a year to measure improvements. Develop grounds/building
quality control programs to enhance services across campus. (Physical Facilities) (100 percent complete and ongoing)
A component of the "connect-from-anywhere" and "work-from-anywhere" environment is
a wireless network that covers outdoors areas of the campus as well as buildings.
Develop a cost plan to facilitate decisions on how far and how fast this environment
should be developed. (Information Technology Services) (90 percent complete – Wireless coverage now includes
all buildings on campus and most outdoor areas)
Study, evaluate and update underground high voltage electric distribution system.
This is vital to the everyday safe, efficient and reliable operation and support of
the campus infrastructure. (Physical Facilities) (Phase I work is completed and Phase II is in progress.)
University Police will continue to make recommendations and implement security measures
to ensure the safety of the University infrastructure. Enhance opportunities by seeking
alternative funding opportunities (University Police) (ongoing progress)
Expand licensing/marketing of Binghamton University products off campus. (Human Resources) (100% complete - ongoing)
Install a new, high-speed, color-capable printer in Computing Services, providing
new options for users and saving on printing costs for offices with color-printing
requirements. (Computing Services) (100 percent complete)
Complete more than $4.3 million in construction projects. Manage another $44 million
in construction. Design another $12 million worth of projects. (Physical Facilities) (100 percent complete)
Strategy #4: Foster a Campus of Diversity, Respect and Success
Work to ensure access to technology for students with special needs. (Information Technology Services) (Assistive packages have been upgraded and additional
enabled workstations were added to the pods – ongoing)
Improve the use of Project Management Methodologies in IT projects, particularly those
approved by the AISRC committee. As part of this project, implement a time-tracking
system for programmers and technical support who are involved in software development
and implementation projects. (100 percent complete)
FM909 AISRC to provide detail on revenue collections from Banner for campus reporting
and management. Used by all departments that have revenue. (100 percent complete)
Assist in obtaining the financing necessary to construct future dorm buildings that
meet LEED standards. (May 2013 - All of East Campus Housing financing has been obtained, the project is
complete and the financial position of the dormitories has been stabilzed.)
In partnership with HR, EHS and University Police, explore acquisition of an online
learning package to bring the campus into compliance with Right-to-Know and workplace
violence prevention training requirements. (University Center for Training and Development) (100 percent complete)
As Binghamton University grows, the Office of Internal Audit will provide professional,
well-trained and a motivated internal audit team in the delivery of audit services
and consulting. (Internal Audit) (Key personnel have attended conferences and classes to stay well
informed)
Create innovative dining facilities and dining options as well as other opportunities
within Auxiliaries that will exceed student expectations and enhance the quality of
student life in support of the living/learning environments developed on campus.
Examples: the newly renovated Chenango Room featuring made-to-order stations, salad
bar and buffet; "piloted" the Chenango Room After Hours, a lounge-style atmosphere
for cold beverages and light fare menu items; opened Einstein Bros Bagels (Summer
'12), offering a quick, convenient alternative for the "to go" population; a new glass-enclosed
deck at Jazzman's (February '12), constructed in the Library Courtyard, connects to
the Jazzman's Café in the Library Tower and allows for additional seating; The MarketPlace,
opening January '14, will offer a range of international foods in addition to a deli,
salad bar and a Starbucks Café (24 hrs?) and will include a small student coffeehouse
stage/space to support both impromptu and planned programmed activities.
Create a new mission for the training center, re-evaluate roles of staff members,
and maximize service opportunities to the University. Plan a first retreat for training
center staff. (University Center for Training and Development) (100 percent complete)
Create a University leadership program to identify, cultivate, support and provide
future University leaders with the skills required for success. (University Center for Training and Development) (100 percent complete)
Design, develop, coordinate and deliver Oracle training programs for financial, business
and HR modules to assure that University staff who need these skills can obtain them.
(University Center for Training and Development) (100 percent complete)
Enhance professional development training opportunities for faculty and staff in the
Technology Training Center with several new training programs available. (University Center for Training and Development) (100 percent complete)
Conduct a University-wide needs assessment to guide professional development offerings (Human Resources) (100 percent complete)
