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:
|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.
|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.
|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.