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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)

Last Updated: 7/27/16