Audio Recording from the Meeting, 2013 October 11

Everything that happened, I think everything was done to level up professionalism.
And we had very excellent participation, I think, in almost every event.
That was one event that I was disappointed, that more faculty didn't show up for the past of age early.
But in general, it was an exciting week and one that I, as I've said,
several groups this week.
At the end of the day, it wasn't so much about my inauguration on Saturday.
The whole thing was designed as a mechanism for us to step back in a very public,
highly visible way, reflect on the excellence of the university that is acquired over
since 1844 and more recently, but also to have an opportunity to put a few stakes in the ground
regarding the vision for this great university and where it must go.
In fact, we are going to remain a viable academic research university,
driving the education of our students and innovation that's necessary for the hospitality of the state, the region, and the nation.
So I think we achieved a pretty good outcome from all of that.
So I was very, very pleased and again, thank you for your support since the last nine and a half months of self.
You know, you're before I know it.
Well, that's when you're having fun.
You're still in that home.
Well, I'm sorry, that's my little master of opportunities.
So, the shortest time I move on to that.
Well, let me just say it's really has been wonderful and I do think the week long
several operations successful.
It's deeply moved by participation of the two two sisters and deeply moved by Desmond Tutti,
taking the time out to record a video.
It's funny.
It has a very sense of humor if you call it.
You've got a great kick out of it.
The line about you, you telling him that I wasn't interested in big events.
And administrative but God had other plans.
I asked him, I thought that was, that's typical tutu.
So I was very pleased with that.
And as I said, I think all of the events were done at the very high level.
And so we were pleased to participate but we also pleased that it's over and now we could be about implementing the plan.
So it was time to get down to work.
Just to talk a little bit about the four states that we put on the ground,
we were very, very thoughtful about choosing those four things that we wanted to focus on.
And we're the first to admit that it's not a comprehensive list.
It does not embody everything that we know we must do to advance the University of University.
But from those four states, I kind of think of it as hopes that you know that from that we can touch all of the areas that we've identified through a visioning process that we started here by through Fort Monsipole and the same initiative.
As well from those four states that will connect back to the strategic planning process that was launched on the John Phillips midship,
which is the more comprehensive strategy that lays out the path and the path in the vision for where we must move to as an institution.
So we're very, very excited about that.
And clearly the need to expand our great portfolio is absolutely critical.
We must recruit more non-resident, out-of-state students, students from other parts of the U.S.
We are really at the bottom of the pack as a relationship to international students.
Being a does a much better job in the other University centers and so does Buffalo and Stony's Brode.
And the cost of that, there are financial implications for this as well.
And I'm excited to you and very concerned because I see, I know we're recording this for the minutes,
but I also think we can maybe modify some of the things I say, can I?
Oh no, yes.
I mean, I'm not being critical, but I didn't come here for this University of Vietnam before among U.S. and Stony.
I, as far as the Vietnam one, will be very clear about that.
But if you look at what's been happening and being at them over the years in terms of how they are growing,
and how they are growing, they are growing, and they are growing, and they are growing,
and they are growing, and they are growing, and they are growing, and they are growing, and they are growing,
and they are growing, and they are growing, and they are growing, and they are growing, and they are growing,
and they are growing, and they are growing, and they are growing, and they are growing, and they are growing,
and they are growing, and they are growing, and they are growing, and they are growing, and they are growing,
and they are growing, and they are growing, and they are growing, and they are growing, and they are growing,
and they are growing, and they are growing, and they are growing, and they are growing, and they are growing,
and they are growing, and they are growing, and they are growing, and they are growing, and they are growing,
and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing,
and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing,
and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing,
and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing,
and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and they are growing, and
in terms of increasing our endowment from about 400 million to 100 million in the next five years.
So we are thinking about ways that we will be operationalizing and keeping close and creating a team
that is going to be working specifically around those four steaks to make sure that we are thinking about this and working each and every day
to drive those stakes to variation.
So I just wanted to be talking to you more about that
perhaps that of what you gave me.
I just wanted to let you know that that wasn't just
fought for an overall speech.
We're very serious about this.
This is the framework amount which we plan to advance
in university, so we're very excited about it.
And we are very, very excited about the fact
that, uh, uh,
understanding in part because of all of the, uh,
celebration and reflection about the university
of the, uh, the celebrating advance week.
This week we were very excited to receive a commitment
for one of the largest gifts in history in the universe
in $1.5 million from Spencer and Pat Standis,
uh, committed to a named, uh,
professorship,
and now professorship at the university school of business.
This will be in the area of entrepreneurship.
And we'll really help advance our business school
to that other state that I've put in the ground
about today within the top 50.
Uh, and the next five years,
this will go a long way to advancing that work.
And what I like about this, uh,
and how, uh, professorship and entrepreneurship
is that it leveraged through tenure track position
and entrepreneurship that will not only be
just from the business aspect and the business school,
which we know they already have great leadership here
in terms of entrepreneurship,
but it also has a lot of positions
and entrepreneurs, social entrepreneurship,
and also in the life sciences.
And, uh, I think that reflects the innovation
that is coming out of our school business
and the care excited about that as well.
And I know you all know about the, uh,
our new $24 million sports complex.
We had our first opening game
to stream the ball away by 11,000 people.
The first time in the history of this university,
you could just feel the energy and the air,
people telegain, and it was just really,
I think, one of the most positive community
and campus community building events that
has occurred around here in a very long time.
And, uh, even though, uh,
it came up a bit short, you know,
as they say, uh,
the stage of the ball almost all over again,
two weeks in a row.
In terms of having a high score
and then not bringing home the win,
uh, which was painful, but, um,
we remember all the progress that we had.
We know that there were no,
but they're playing at a very competitive,
athletic conference.
And so we didn't expect them to, uh,
you know, to be undefeated, uh,
and build,
continue to play in systematic way,
that they'll give it a,
and now we have a certainty,
I think that reflects,
uh, the quality of our athletic program.
So we very pleased that all of you
that have been involved with that.
If you haven't been to a game,
we encourage you to become
assuming something called homecoming
that's coming up and in a certain respect
all over the day or so.
I'm talking a little bit more about that later.
Um,
as you don't coach forward is leaving.
And so in order to make sure we don't lose
it momentum with the next recruitment season,
we have vice president macaroni myself
who started certainly,
uh, that we hope, uh,
will identify,
and hope to be in place by these
of the first, uh,
to replace local,
and so, uh,
the guys that came to that were very excited
about finding something that could come in
and continue to believe that, uh,
that program forward,
you know, goes forward,
needs to minister big to you,
just to feel about,
we certainly think that given a reputation
of our program,
that you can rely on country,
high quality coaches that would be interested in that
in the next session.
Um, the startup New York,
uh, work issue,
you know, it was still waiting on the
exact rules and regulations to be, uh,
propagated and finished.
Uh, but we are making some progress
in that regard,
and we will be keeping you informed about
the progress that goes along.
We are already thinking about our strategy,
have some potential, uh,
partners that we are trying to close deals with
the next several months because we decided
that we really couldn't wait until the
rules and regulations are finished
before we start to cultivate some of these
potential partners for startup.
And I think that's the perfect time
you've done the exciting about some of the ideas
and some of the decisions that we're going to do
on that one.
Just to give you a quick update as well,
on CNSE, you got a chance with it,
Wayne Kelly-Euros and Jim Alotris and
Stacey Astrum and myself met,
uh, about leaving that code to
you right up to your initial spring work
around the process for moving, um,
that implementation team, uh,
for a whole process for it.
And so I think, uh,
that team will be meeting soon.
Uh, we did make the decision that,
in addition to that implementation team,
they thought it was important that we have
an opportunity for faculty and staff
from the University of Senate,
UUP, and others and students,
to be a ball in some way with that whole process.
So we informed our own campus advisory team,
and this throughout our conversation with the
Alicia at the University of Senate as well as
with the people from the faculty and particularly
Brett Nidgin.
And we've asked Jim Acca,
who's a distinguished professor in college,
professor of school,
social justice,
to serve as the chair of that group,
and we hope that they will be having their
first meeting in the near future,
um, probably shortly after we have their first meeting
of the implementation team,
so they'll be able to keep everything alive.
And so that is going to be underway.
One of the things I've asked with the
application is what is going to be
aggregating in the business hall of the
course in the instruction,
CNNC, because that's going to tell us a lot about what our
info you should look like between that
and between the first element.
So we don't want to spend a lot of time
working on the wrong assumptions.
And so once we have that clarification,
it'll give us a greater sense of
whether we're talking about continuing to provide
all the services we now provide,
or it's going to be a subset of that.
But I'm sure that that
clarification, if it's not
put on the table before we have a first meeting
again to you,
I will put it on the table
at the first meeting,
because it's important for us to understand.
Just a few congratulations here.
Peter Bloney-Rs,
was the Dean of College of Computer Information Sciences,
was named as a Deputy Director
senior policy advisor to the governor
on his side of his security,
advisory board.
So Peter basically effectively stepped down
as the Dean on an interim temporary basis
to the sentence responsibility.
So we're very very excited about this
and the leaders you know
to the bottom college education advisory.
And I think you will represent
University of Alabama and represent the state very well
in this important news security advisory board.
And Sue Farron, who is working
as vice-probe as will be stepping in on an interim basis
to fill in
and Peter's team.
To research Fardo,
just for that's it,
Fardo.
Fardo.
Fardo.
The Director of the Center of Technology and Government
with the point of the policy advisor
for the New York Open Data Initiative.
So congratulations to Teresa and Sue Phillips.
Just a few weeks ago,
I saw her and she said,
I gotta get busy on something.
I said, well, it's going on.
She was asked to test a bind
and did testify before Congress
to offer expert testimony
that was related to the reauthorization
of the higher education act.
So we should congratulate Sue on
representing the University of Alabama
extremely well.
I haven't had chance to read the text of her
testimony
but I planned on doing so.
So congratulations to all three
of these University leaders for
for their new for their accomplishments
and representing the University of Alabama.
We had our first royal visit
last week.
Wasn't that last week?
No, this was last week.
Was this week?
What time?
Maybe five.
Well, that was this week.
This Royal Majesty Benjamin,
I can choose from the Kingdom of Act Board,
which is a
is in the southern part of Nigeria.
I guess there are several modder
in that part of the country
and these were all of them.
He came to visit us on his first trip to the US
and we had opportunity to provide a tour
of the campus for him.
We also arranged for a couple of our
New Yorkers and students to be part
of the meeting with him.
He became King when he was 28 months old.
Whoa, he was really
a lot of people.
And very delightful.
I thank everyone that's a part of my team.
I'm very delightful young man.
He has to be what?
Early 30s maybe.
Early to mid 30s.
Very thoughtful, very engaged,
engaging, educated in England.
Just a very thoughtful man.
And he's very interested.
He's also the chancellor
of a very large
private university in his kingdom as well.
And he called up the
vice chancellor who was essentially the president
and he was not had to be in bed that time.
And we had a brief conversation.
Very interested in collaborating with the university.
So that was our first royal visit.
But he was absolutely delighted.
We weren't sure what to expect.
But it was very, it was a lot of fun having an opportunity
with him.
He seems to be deeply interested in collaboration.
But I was like, how did that happen?
So they just,
and there's stuff,
this people are show-up.
I'm the blue.
They have no one show-up.
They just said they need my father.
He's like, ameta.
No, that boy.
Look at the map.
I know.
They gave it a guy.
Hey, 50,000 people.
My family.
Yeah.
Yeah, I think it's, I think it's, you know.
I think it's, I'm not going to say what you thought
I was going to say.
So, I'd also like to take a moment.
And I'm pretty much done.
I know this is taken too long.
But I'd like to come in our university police department
as you probably heard.
They were too,
attempted to abduct you on campus.
Same location.
Within minutes, our, or each other, I think.
And both, both students, or five,
they were able to, one was able to kind of fight the guy off
and then other cases, do empathy.
And the students saved the getaway.
And the suspect that thanks to video tape,
was apprehended.
And initially the victims did not come forward.
So we could only be charged with mystery.
But then when we get a press release, media got involved.
They could get involved in that morning.
And so now it's being held without fail.
And we'll be charged and hopefully process you accordingly.
So I just want to come in our university police department
for working very effectively with all being police department too.
The video tape that led to the arrest.
And so it's a very fine piece of police work.
So the resolution.
Since that homecoming is coming out of 18th,
I've got a suite of activities occurring.
I really encourage you to participate.
And lastly, Citizen Laura in October 24th.
This year, the academic lawyer Stephen Beck was a Holocaust scholar
in the UNI college professor.
So we're very pleased to identify and acknowledge his work and contributions.
And the community lawyer is all we met as president
and my different Jim Barber.
So we really encourage you to be able to,
if you haven't purchased your ticket yet,
go to the purchase and take it to that event.
It's going to be again held at Seth Guilherita,
the second year in a row.
And this is going to be again a very, very special occasion for the university
to celebrate and recognize these outstanding members of our community.
So thank you for your time and your attention.
And we'll be at the fastest visit.
Dear, why don't we open up for questions?
I know I have a couple.
What do you see our role?
Because at some point we need to get through the role.
We should see our role as in supporting your support.
Well, and again, maybe that our role is on the next agenda for the next meeting.
But I think at some point we want to be aligned with what you want to be.
We want to support what you are trying to do for the overall campus.
And I just thought the discussion was better.
No, I think that's a very important question.
There's one that I've given the significant thought to as I was thinking about this meeting.
Clearly, and as you know, some of the areas that we've kind of put
to stake in around, particularly as it relates to advancing new academic green programs,
we've got to make sure we have your support and where appropriate your endorsement
for moving in those areas.
Because these are areas where I'm very clear to me that based on historical
issues, perceptions about what you all should be,
as all of you would face for bait for moving in some of these academic programs.
There seems to be a climate change now where at least people are not
seem to be wedded to those old policies.
Because there's a significant shortage of particular folks in particular disciplines that
the private colleges and industries just can't meet all of those needs.
There's not a public option for engineering in the capital region.
There's not a public option for a number of these academic and helping the sciences related
disciplines. It just makes sense to me that given the investments and given the basic
infrastructure that we have in this year and the university, we certainly would listen to your support.
Supporting from your oversight responsibility, the work, and the desire to move this
university systematically to a different level.
I think we're going to have a rich year of ideas coming before you to get your input on
and your support because I can't say too much about some of these ideas now, but we really
have decided that we have to use this opportunity to really drive in a much more aggressive
fashion than not probably originally had to send in getting some of these ideas on the table.
What is engineering programs? How do we consolidate our school computer and information
sciences that scatter across at least five different buildings and two campuses
to create this energy to initiate some of this engineering,
academic and research work that we want to get done? So that's going to be a lot coming down.
We do plan to strengthen some of the our work in public health as well as think about
what will be the right set of programs for us to offer in L.I. to help and medical-related
programs as well. And again, all the time to what the critical needs are in this state at the
moment. And that's why the international strategy becomes critical as well because that will
be the case where we're going to be able to attract a certain type of student that we just
won't get with the type of programs we have now. And so the out-of-state strategy and a national
strategy, I think, is going to help drive our research agenda and also add to address some
work force needs because we'll be attracting students from parts of the U.S. and internationally.
Otherwise, we'll see about that. I was going to ask that question.
So the big thing is attracting this number of international students because of the programs they
have because they've just made a concerted effort in institutions to attract international students.
So it seems to me it's more program driven. It's all about this,
both the... I know Binghamton. Well, one of the best.
It's not much there. Well, you know, this... I don't mean... I don't mean the university,
but I mean this city doesn't have a whole lot to offer.
Well, but I'm in the charts now. I mean, they...
Well, the school is. Yeah, I understand.
And Binghamton does an excellent job. This is from... I actually want to visit because I always
see things that I talk about. I know what I'm talking about.
But my perception is that Binghamton number one has kind of an excellent job telling his song,
story. And that's what I talked about in inauguration. We don't tell our story if that can be
enough. Binghamton has done a good job of not only framing excellence around undergraduate education,
but a very robust undergraduate experience. They've also started to grow their research
before portfolio as well. And they have some excellent sound there. They have some outstanding
engineering program. And they were one of the schools that aggressively collaborated
on this Turkish initiative that SUNY initiated. They probably have the largest number of Turkish
students than any other SUNY university in the center. And so that's where a large number
of the international students are from Turkey. But they are attracting students from all over the world.
So it's not just an aggressive... First of all, they said they have, I think, a good
strategic messaging effort around Binghamton being a place to get a world class undergraduate
engage in learning lots of activities. But as well, they have the academic programs that are
attracted to students from around the world. So it's both. I know what you're doing. I'm like,
we have operations that I have branches there when you compare it to my branches around the state.
They are done by a quite a time. They really are. I mean, they notice it's back. I mean, it is
from just the way people operate the financial resources, their employment. Literally,
their amount of sunshine. They have the lowest amount of sunshine anywhere.
So, even more than it, I'm sure that I was not a speaker.
So for them to be able to do that, I think is encouraging.
Yeah, I think that's a lot of it. Because I think we have a tremendous amount to offer.
A lot to offer, but we are not leveraging it and we're not talking strategic and intentionally
about it. And so that's what we have to do. You know, it's not... This is a great place.
And I'm not saying it just because I'm here as a president is a great university. That's why I came here.
And I do think we're a voice if we are thoughtful and very intentional about our strategy.
We can move this university step into the next five years. And I think we're well on our way
to do it. So that will be a number of opportunities for us,
for this forum to discuss policy issues, implications of these four states that we're putting
on the ground in ground and how we get your input about strategies moving forward.
Well, I would like to at some point and Robert Nile talk about it is to put on the agenda specific,
the issues, the role of the board and the whole issue of governance. I think it's going to get back
to more of that so we can have a robust discussion about what I just wanted to touch on.
One more question for me and it's just the point of information for me.
There is no requirement for the percentage of students that are state residents.
That perception of the state, even though I understand the state's hungryness,
relatively insignificant, but there's no requirement that we...
Or does it look as proportionative of state university and the significant percentage
are coming from out of state out of the country? Because the economics are obvious.
So we can get over on the economic problems.
I just... I have no idea.
Yeah, as far as I know, I don't think there's any policy where it says
the percentage of the students will come from the state. The fact of the matter is that
as far as I know, I think you'd be hard pressed to find a state with a higher percentage of students
enrolled in this four-year campuses. It's not atypical for two-year campuses, but four-year campuses
at 90 percent. And there's not a lot of difference between Stony Brook Buffalo and Bigoton,
and you all may be in terms of New York residents that are implore you. The big differences
when you add the international level, that's where the separation and what we look dramatically
different. This has caused an issue in some states around the country.
For example, it didn't... It was never an issue in Minnesota. I think about 70 percent of...
Only about 70 percent of this difference in Minnesota or Minnesota residents.
But there are some places around the country where you're talking only about 50... 52... 60 percent
or residents. And that's... Yeah. And my understanding is that University of Illinois has
their international students' representation probably about 15 percent of the last couple of years.
And that was very intentional. Part of that strategy, you know, to help cover some of the lost
of revenue from the state. And so it's occasionally, if you read the higher education
part of a press like Carnival, you would read about states being concerned about it.
But in most states, the demographics in terms of young people, unless you're in the deep,
you know, in the southwestern USA places like Georgia, states like that that have
caused a change population actually increasing. I think most people realize that it's the only way for it.
But I don't know of any statute. I've been alone for a long time. I don't think it's going to be a search group.
But we are in New York, so we have rules about rules.
There wasn't one way to... Yeah, in Virginia, the legislature tries to cap the schools and
they try to put it in the cashware. They're even married versus UVA, but generally they tap top
out of about 30 percent out of state. And that would include at the undergraduate level,
including international. Graduate level, all that's are off. Yeah. And most universities look
pretty much the same at the graduate professor. Right. But it's all over the past. Yeah, that's right.
But you know, we happen to live next door to a state that's in that exporter of students,
which is New Jersey. And I think one simple thing we could do is since I'm sure we have a lot of
or not a living in New York, Jersey is tap into the guidance counselors of Northern New Jersey.
And for probably a cost that would be covered by literally a couple of students coming here,
we could probably do a program for guidance counselors in New York and Jersey
on what we offer here. And we could probably even bust them here and show them what we offer.
And it's, I mean, it's a definitely in that exporter's. Yeah. We really have to do
out of the box of things like that, because otherwise we've got to make sure people understand
the passes and the resources. Right. And it's convenient. So it's like literally, I mean,
and what we have to our advantage is very competitive to wish it. Absolutely.
Because it's modern standing that places like Binghamton close to the close to
using the fact that you know, it costs $80,000 a year. We're cheaper for an assay student
I believe in records too. So we should, I mean, I would have to get the big pencil bank.
Sure. I could get on board. Right. But I would think that that's our
remaining thing. It is. So we've got to, we've got to really, and so we've been having conversations
about this. I think what you're probably going to see is that we are going to form
presidential councils who are working groups around each of these four states. So I can stay
more involved and leverage across all of the different departments that the university,
because when you start talking about bringing in more students, you get a grace across everything.
We do have students success in, you know, academics and remember of other issues as well. And we just
want to be very thoughtful and make sure that we need to better understand where we need investments
as well. And I think that I have to spend somebody in order to change the way we do things. It's just
something. I don't think it takes much action. It won't take much, but the fact is we have to
pay off. Yeah, I agree. But I think we can't do this stuff on the same. It just doesn't work.
It just doesn't work. It's not going to get you to where we need to be in order to advance
as universities. Other questions? As far as international students, do you have any specific
countries in mind? I mean, you mentioned Turkey for a billion, too. A lot of people think China,
I mean, that's an obvious one. I think a lot of other countries are overlooked when they're going
to do it. Absolutely right. We made our first international trip to Turkey that can June.
We asked the Turkish visitors here last week who are visiting our school and business there.
Already signed some potential collaboration agreements that's going to bring more students
from there to you all, maybe. We will be headed back to Turkey probably in March, but we also
went to Cyprus and we went, we had visitors from that came to the inauguration from Japan.
So we're going to be looking at Turkey, Cyprus, Japan. We've been having conversation about
a little specific middle-aged countries where there's significant number of students that can
afford very much afford to come and pay out of state tuition. There's a growing desire to connect
with Brazil and I have firsthand knowledge of working with at one point. Probably
we'll be there to about 20 percent of my graduate students were from Brazil. I was hardly a year
but when by I wasn't educating at least one or two graduate students or postdocs from Brazil.
And so I think that's a place where we really have a developing,
deep relationship, some connections. We will continue to pursue China, but we're not putting all of our
eggs in that basket because we already for represent the largest cohort of our international students.
I think we had 400 something, wasn't it 400 something, 440 new students from China this year,
wasn't it? Something like that, I think you're wrong, but it is. We already represent the largest
proportion of our international students. We think we have an opportunity to invest in international
poor bowling on ways that's not an image, the university in terms of our academic programs,
the student experience and other ways as well.
You're out of your, I think, is right on the money. I remember some years ago, a broad
known body, asking your questions, would you advise that your fellow wants to put it
same rather than not to the university of all of them, but you've got this tremendous
facility and so forth. As a one of the problems is that the brevado is like a DMZ,
sort of separates everything out here. And I said, would you have to have the university come to
the city, you have to talk to people, you have to be involved in their activities, they have to
know you personally, and they just can't walk right through the campus like they did in the old days.
So when you have the inaugural week, I saw a different kind of enthusiasm, they were very excited,
they were listening, and so forth. And I said, well, this is a big positive step forward.
And I think that being involved with all of the promise that those little things where you make
those personalized relationships, and they see where they're kind of in a fit comment,
I think it's going to help. Well, I think that's, I'm looking involved to that. That's the
two main big positive. Well, I appreciate that. That was one of the reasons we did the
Calvary region plus one Calvary tour, we did nine Calvary. But they get to see you personally.
And they see that's a different relationship, and somebody's up there and out there,
and you can imagine all that, but they see a person individually that they're human,
they actually breathe, you know, deep, you know, supposed kind of thing. They seem simplistic,
but I think that they make a big difference.
I think we certainly hope it will make a difference, and we might continue to look back
to those communities that I think earlier this week, how the education hosted really been
for a few superintendents, and getting those folks involved, getting them on campus, so they
can see what we have to offer. All of that is additive. If you keep doing it, if you're doing
it in a consistent play, we have to send a very strong message about the education opportunities
here in the Geo. A world class education for fractional, but it costs a little to one of the
private institutions. And I think they're also like you actually, in this area, that
difficult is not for the, what I'm going to say is called the teaching scholar.
There's suburban schools, they have these high parlor, that's how they start, that was their
foundation, and that connection has been, that's not as tight as it used to be. I think that what
you're doing now is bringing this back, because you, I don't know where else run it,
stay fun host, if you're going to prove things, that it's a high quality individual teachers or whatever,
I think you need to, whatever it is, that they have to be well trained to do with the
regression, I think you need to do it here. No question?
Good, right? Thank you.
This is nothing else?
Sure.
Okay, so we've got the numbers, we've approved our senate,
the decedemies for the excellence of the board, the selection of immunities, and we've also
performed the ad-moc committee groups and the larger issues of senate charges regarding
the designation of CNSC, senators and council members, they all, CNSC, senators all resigned
on mass, and this is the committee, what we call the ad-moc committee on senate implications
of the CNSC transition, presently, and free members on there, but we're also, and other members
issues will come up during the year.
Anything else or any questions?
Gary, are you going to give us a report?
Yes, it certainly had, it's not going to be a walk-on.
So the GFA has a new executive board that took off the UNO's last year,
that initials shaped up because of a couple of officers on design, but six-hands off here,
and has an approved duty assembly, so we have all of our officers at this point.
Financial aid, we're doing quite well.
We've established a reserve, we've changed the way that we collect seed, and we're focusing on
like long term to hawk about contract and purchases, so our projections are, are there
a day of verbal, especially when you put a contract to where we were at the end of last year.
The UNO say this, the people are actually doing a new strategy, before they draft those students,
they're needing to build a greater sense of the seniority and solidarity that they have before,
so to do that, they're overall in the locking internal bureaucracy, and they've
significantly changed their outreach methods, they've changed the way they think that I'm
looking to serve an outfit, they've changed their communications, their results are bad,
a political level of student involvement overall, they're hoping to shaft well,
and to channel this into more university activities, where it's all within the university community,
the particular point of interest in a lot of attention is currently being focused on,
is the financial force where it's not the job, where they will speak to students, and this
dialogue is generated at great yield of interest, and it has been a part of the inter-adventure
research questions, and in general it greatly improves the spirit of management students,
with their attitude towards the administration between the admins and the interest of the
question group in depth within the last year. I conclude my report. Any questions of Gary?
Say, not? Tell me. Well, I know my predecessor used to bring candy to these events,
but I've read Holy pages. I just wanted to hand out this, it's a two-sided sheet, it shows the
staff at the Alumni Association, it indicates in very briefly what their responsibilities are,
notice lots of people have associate or director in their title, and the reason for that is,
we have very few staff. What we do is we leverage students on campus to help us with our events,
the purple and gold ambassadors, the student leaders, interns in the office, virtually anybody
we can corral to help us with the various events that we put on to both provide some services
to current students and to attract alumni back to the campus. In that regard, I'll hand out this
thing, which talks to a point that President made earlier, which is we have, we're attempting
in conjunction with Homecoming, a new event called the Great Ding Three Game. This was our first
shot at something like this. Our goal was to try and attract 500 alumni back to campus,
what we really thought we'd get is a little round, maybe around 300 people, but as of this
morning we have over 700 alumni who have signed up for this, over 800. So, it's exciting.
We're trying to not make it too excited to know.
That's right. Well, if it keeps going, we'll be talking about Fountain Day again.
And we also, I'll just tell you, sometimes if you're sorry for them, we hardly let the President go
anywhere other than the men's room where we don't try and hook them up with alumni somewhere
along the way. And we'll continue to do that. I just mentioned, people know this, but I think
sometimes it gets forgotten. We do have 160,000 plus living alums. They live in every state and
on every continent, and in most countries of the world. And I think that could be potentially
a real resource, as we travel around the world trying to attract, especially the international and
out-of-state students. They've established themselves in some of these communities, and they could
be a resource for the university and gaining their footballs into some of those local communities
and correcting those students, as they're on site, and if you go to these schools and talk to
the kids and tell them what a great time they had here and what a great education they got here.
So, we're ready willing and able to work with the President and with the Development Office.
At any time to further the goals of the university, that's what we're here for.
Personally, if I may, I just reported to Dr. Jones this morning that this week, our alumni chapter in Cyprus
volunteered and hosted the College Fair in Cyprus, and they actually got 52 applications.
Wow, all right.
I have a few percent materials put in that minute period. Remember last year we sent the executive
director, he served them officially, recognized the alumni association there, and now their
official chapter. So, we sent them the material. We did a little training on the phone, not
we, the admissions office. So, when they sent very meticulously sent us all the email addresses,
all the names, every warning we got. So, that's one example of the work for us.
Yeah. All three alumni has worked for seven hours, and they got 52 names.
Wow.
Science.
All three are in the group.
I think it was interesting, because there were four students as they were alive, and I
identified as from the Occupy territory.
Ah.
I have a, just because of the point of reference, a very distinguished alum, friend of mine,
is Cypria, the president of the University of South Carolina, and he goes here all the time,
which he wanted to go speak to the alumni association, but the alumni group here, I'm sure,
worked.
Swan C.
He was in the team, he was in the team, he was in the team, he was interviewed for the
90s, he knows it, right.
Yeah, so he's Cypria, and he does go there.
And we did a second-one president there, too.
Well, I mean, he's the one who's the most important.
But he used to wear the answer.
Well, I'm looking at him.
Yeah, he wore that.
Yeah, like, nice to meet you.
I'm bigger than he was.
He's my roommate.
I'll be in my, yeah.
Yeah.
I'm finished.
This is a warm welcome.
Did we finish the whole group?
Okay.
Then under Old Business, our 2009 team in researchers for James.
So I will talk to you really about our research research into the finance.
It's not in terms of publications and a lot of your reports.
So you just start out by talking about how we are comparing to other units within the
SUNY system.
So these are research expenditures all in.
And you all need to pass fiscal year for around $87 million.
College of Dance Bell Science and Engineering is around $2.25 million.
And much of their research expenditures are large tools that they're bringing in to
the cleanings.
We're starting to produce.
You'll see we just had a conversation about things that are all in there.
I don't know, about $40 million.
And then of course, Buffalo and SUNY broke apart about double what our expenditures are.
Please vote for me as we go along.
Now, one of the business classifications for expenditures is a term called organized
research.
And this is generally this type of research has a very high yield in terms of facilities
that are in administrative costs, usually around 50% of its day NIH.
So if you get a million, you get another half million facilities in administrative costs.
So we like to try and drive our people towards this kind of federal funding because the
FNA costs that we cover, we can do some things here to help us identify some research.
And you can see how the picture, how the fields sort of changes when you're comparing,
all of the big things that you're looking at just our organized research portfolio.
And we're more equal ground there where you can create this picture I showed you.
And so, our expenditures are higher than I'll explain in that moment.
But you can see that Buffalo and Stoneybrook's organized research expenditures are quite high.
CNSE, all the tools that they buy, they put in as organized research.
And that has some implications.
Before you leave this slide, I think you can correct it from wrong key.
One of the important things in geriatric arrestings that sets, I think,
up low historical part in this category would have to deal with the fact that they have it.
That kind of school?
That's correct.
And to that point, if you look at Valens State and Upstate,
which are just primarily medical schools,
and their organized research work, both those are actually better than ours.
I just wanted to point ahead.
And so, now, being a student is a very serious engineering school.
So if you combine engineering and medicine, you could be starting to push up.
Do we have your intermediate or warm goals or the size of our farm?
That's what I just wanted to say.
President, one of the president's stakes in Brown is to increase our external funds for both the double of the next ten years.
That's a seven percent increase per year.
And that means that with the current state of federal funding,
one of the things that you guys can help us do is to bring industry to the table to say,
I know a bunch of smart guys that can help you do the research that you need to do.
And we'll take that money, and we'll bring it in through the research foundation,
and we'll make our farm move further.
And we need to do that in a fairly large scale.
But the other thing I want to point out, again,
is that of the downward, what you think about it,
when you look at the CNSE component of this,
and when you add that up until forever,
point of a step right here, way from you all being,
do you understand how this campus was fundamentally above,
starting to broke and Buffalo in terms of that?
It broke me away when I first thought that combined numbers,
because what Jim has not also shown you is roughly a hundred million that comes through the partnership.
Or you go to show them in the moment that comes through our partnership with the Department of Health.
So for a university, the size that it is,
and I'm still operating until this formerly no longer part,
with CNSE, it put us at over 500,
what if we close to 500 million?
And I'll just give you some context.
University of Minnesota, 68,000 students, five campuses, 840.
So I just wanted to just kind of,
the fact that this place evolved with that kind of stellar resource profile.
It's first of all very unique,
but it also hopefully will provide some hope and aspiration that we can get to,
we just got to keep the end of it.
And this is the point I'm trying to make, because we've done it before,
and we'll have to do it again.
And I think if you can start a high-tech,
you're in more general.
No, I'm just going to comment on, you know,
when we talk about goals for the bars.
It's really this bar that matters.
The ones we're looking at,
because at the end of the day,
if you just get research dollars without any of it,
in effect, we probably lose money on it.
So, and I found when we were sitting on the search committee,
here at the University of Minnesota,
we have faculty that didn't understand that,
oh great, let's get all these other research,
you know, we're doing all this research,
but it was like 5,000 cuts.
And so, in this bar that really will make a difference in that,
and that's really where we have technical goals.
Not so much against, I think, the other.
No.
I mean, the big trouble looks nice, but...
If you look at...
Not if we're going to lose money on it.
But just to nuance that point,
but if you look at the CNSC expenditures,
which is primarily driven by industry coming in through our,
their overall of night rate,
definitely is more important to 6%,
but the scale is so important that...
Well, they keep building it every time they build a building.
There it is, it's popping up those expenditures.
So, you know, my way of thinking about that is,
how can we do that, too?
Yeah.
So, this is really speaking directly to what you just mentioned.
So, this is a pie chart of the different kinds of things we do,
and the external funding that we bring in.
So, one of the things that distinguishes all the new from being
through the construction of the buffalo is that our public service
or workforce development,
our professional development program,
our training is a huge part of our external research,
part of our external funding of that training.
Only 32% of our portfolio was hard in high-resourge.
Bigum 10 is a 70%,
only 78% and Buffalo is a 2%.
One of the consequences of that is that if you look at our F&A rate of return,
our average up in area rate is 18%.
So, you can just do the numbers very quickly.
You got 100 million with the pretty neat human line.
Whereas Buffalo is 31%, 29%,
still 35% with the bigum 10.
If you look at how we compare to downstate,
not surprisingly because or upstate,
because they're primarily medical,
everything they do was going to focus almost around this
on a organized research and a portfolio,
again, very high in the cost of the housing.
So, anyway, I'm not sure if Joyce made copies of this talk
for you guys to, but we'll push it out to you.
I'll include it in the minutes, Jim.
So, this is what Robert was talking about.
As if you know how we compare to some of our peer institutions,
so Georgia Institute of Technology at 650 million.
Now, we count HRI funding,
but only those faculty, only those health department employees
who have an appointment in the School of Public Health
or other departments who are training our graduates to do
and who are training postdocs to train our graduate students.
So, they're about 100 million.
And then, of course, this is what CNSC with us.
These are 2011 values because the National Science Foundation
hurts our Bayes.
They take about two years to catch up when they publish this.
But one of the consequences of CNSC dropping off
of our portfolio, and they stopped,
they started reporting independently to NSF in 2012,
is that reduces our ranking.
So, we're here at 123 all in.
That's going to reduce our ranking in the NSF for survey.
And then, compared to some of our aspirational peers,
again, you know, we're doing well all in,
but once you remove the CNSC piece,
we're going to have to regain that position there in some ways.
And, you know, there are...
...so, one of the points that was made is that the nature of the type of external funding
that we get affects our overall revenue.
And so, the RF Central assesses all of the money that we get
as a total derived cost.
And they do it on three-year rolling average.
So, this year, for example, they only wait 50 percent of what we brought in.
And they have a tie on our total all-in costs of 3 percent.
0.3 percent of that goes to the chancellor,
and 2.7 goes for their operating budget centrally.
So, if we make 100 million, they're multiplying that by 3 percent.
And they're taking that, subtracting it from our FMA costs,
and then returning the rest of the FMA costs to the campus.
So, to the extent that the portfolio has a lot of external sponsored funds
that doesn't generate FMA, we're actually paying to take those grants,
which is what you were just talking about.
So, I don't say to those folks that we shouldn't take those grants,
because we are a diverse...
That's particularly...
But what I do tell them is try to diversify.
Let us help you look for those federal opportunities that could help you to get that federal fund.
Don't just take the easy stuff, go for the hard stuff too,
because in the end, that helps everybody.
And that's a message that I think Ryan was right on same page with me on the second.
We recently had to negotiate with one of our units to get a little bit more of that opinion
and try to use this cost share, and I think it all worked out for him.
So, this is just some of our historical assessment from the research foundation.
So, they're taking 3.2 million in the last fiscal year out of our FMA.
So, that returns to us less than 10 million.
And we have a campus policy that we return 10% of the amount that's returned to the campus.
So, we would push out to the units about $950,000.
And that gets distributed to the units.
And before I came in, it was just sort of dived up based on the total direct cost.
But when I came in, I started to metric it based on the FNA that they brought in.
So, their contribution to the FNA full determines what they get back in that $950,000 pool.
And they used that really important thing, sending students to meetings,
helping their faculty to get some initial data that they may need for funding and so forth and so on.
So, our concern at this point is that when I came into this job,
I was seeing, you know, on average, about a 5% to 6% increase per year.
So, I thought we were on the right track.
What we're seeing now is a decline in expenditures following and expenditures usually follow the awards.
So, we're looking at a decline in expenditures that follow the decline of the awards for the previous year.
And so, our projected expenditures going forward based on what our awards were in the past year
looks like we're leveling out.
But I'm a little concerned that they may be decreasing slightly.
So, as I said before, you know, initially we were looking at a 5% increase if you take an average across time.
But our deep, we're starting to actually decrease in terms of annual growth.
This is in part due to the sequester, which is affecting other institutions in this system as well.
So, our overall change this year in expenditures, 18% of the thing that's done by 13%
and then there's a range of 4% to 6% in the other units.
And I had anticipated based on this sequester that we would be down by about 5%.
So, the question is, why are we sound like more of them?
Just before you leave, I think it's important to note as well as you notice CNSE has not impacted.
They're carrying the whole RF system at this point by now.
Because of this, so there's a couple ways to think about that.
One is that in numbers they're carrying us.
But when you look at actual F&A sort of run things.
It isn't part of this as well as if you look at the total amount of sponsor research they bring in.
It's probably only about 17.
It's not only about 17, but it has one of the biggest misperception about that unit.
Is that they're bringing all of this federal money out from the federal government and it's not.
It's only about 17 million out of the three and 400 million.
This is your tax dollars at work.
Building a business.
So, my thought is how do I get some of that?
I was just going to pick up on what the president was saying.
What's this split if you had the percentages state industry federal for CNSE?
Yeah, I think they're external federal funds.
Funds sponsor research dropped 12, 12, something, and the volume.
You know what?
I had some where.
We were dropping, flies, or the same thing.
The number of percent was the assessment line still going up.
Because the assessment is based on total direct.
So, we'll need to go back to the previous.
Yeah, maybe I saw it wrong.
Go back to not down on the one before.
Those slides were for $3 million.
That's what you mean, why are we still being...
So, this is projected.
So, let's talk about this one.
Why are we still at 3.3 percent?
3.3 million.
It's based on the previous.
It's based on the previous.
3.3 million.
That's the only average.
That's the average.
They do that so that we don't get hurt because if we...
It looks like it hurts.
Well, it hurts when you're going that way.
It doesn't even know when you're going that way.
If they do it based on each year, then the return to campus is going to be doing this.
Yeah, I think.
So, they're trying to lock it.
So, that drops.
The drop from one of the six 87 will be required.
I think you're talking like a faculty member.
And the faculty members say why are we getting that much to the research foundation.
So, this is some of the hundred pinning of why we dropped 18 percent.
And so, when you have big projects and those projects lose their funding,
yeah, big losses.
So, has the College of Arts and Sciences.
It's not that they had a loss.
It's just that in this year, 2011, 2012, we had the $5.5 million error funding
for the Harnies to do build out that win away.
So, we're down by...
Yeah, and that's really what's affecting a lot of the state decorates.
So, just like the error money coming off.
Right.
That's correct.
That's correct.
That's correct.
And then the Center for International Development, which came to us,
I think in 2007 or 2008, from Central, their expenditures are declining.
They lost the Afghanistan project and Lebanon.
And so, this is a huge hit for us.
And we actually make a huge investment there because we're funding their front office
because they can't charge fully for all those folks.
So, we plow a lot of our indirect costs that they generate back into their front office.
And so, you know, they're working pretty hard to get that number back up.
And we need to support them in order to be able to do that.
The Professional Development Program run by Jean Monaco.
They're actually one of the solutions to our FNA problem
because of the scaled work that they generate.
A tremendous amount of FNA probably about a quarter of the FNA generate.
But you can see that their expenditure for a while is decreasing as well.
Part of this is also due to the sequester because a lot of what they get is spread over.
Pull up through and through and pull it out.
We'll see how it does.
Probably taking too long here.
So, Bill Bridge is coming off.
I just wanted to give you an update on where we are in the first quarter of this year that we're in now.
Right now, our expenditures are sort of level as to where they were last year.
We're not down very much.
And if you're looking at the other campuses, things have been down by 10%.
Well, that's not a lot of money.
It's, you know, 8 million versus 9 million.
It's up to those up by 5%.
Stonehen Bridge had not dropped that much last year as to how about 18% in the first quarter.
I think what you're seeing here is you're still seeing the effects of sequester.
And it's too early to tell that we'll update you as we go through the next quarter.
What's the big difference in that?
Every time they get an instrument, a tool, a tool.
It goes up.
It's all constructed and related.
Because it was a foundation.
It's a classified as organized resource.
So that position will cash to that.
Well, there is some,
I'll have to make money that's associated with it.
So, okay.
I just want to say that although we have a campus policy of returning to the UNIX,
10% of what comes back to the campus, in reality, I have a pot of money that I've given
and I incentivize the C and C projects to try and generate additional funding.
So, for example, one of the projects we provided funding for was Jesse Ernst,
who's a physicist and he's doing his experiments at the SuperHelderon Collider in Stern in Switzerland.
You may have noticed that there was a little prize given out this week in physics for the folks who discovered the Higgs boson.
And it's thought that the next Nobel Prize will be actually given to Stern.
And so our scientists are a part of that.
And so Jesse and David Jane, a new physics professor came to me and said,
we want to go back to the Department of Energy, 51.5%.
And we need a little bit of money for a postdoc for a couple of years.
So, I used that money to incentivize them to do that.
So, CAS really gets about 23% of that, a return of what they generate.
So, these are, these are percent of what you generate in return to you.
And the others are getting around 10% social welfare is a little bit more.
Again, it's not a huge number, but we're allowing so many back into them because with the audit that we have,
some of the folks like in the doing evaluative research, if they're writing grants and writing reports,
they can't charge their time direct time to the grants.
So, they're generating 2.4 million.
So, for me, it's kind of a small investment to go back in and say,
I'll pay for 5% of your people.
Just keep writing those grants and bringing that money back to those research.
Okay, so when you get this PDF, I'll just, there's a whole bunch of slides in this step that are like this,
but just to orient you.
These are our different schools across the board here in addition to the Division of Research,
the University of California, some of our centers like that,
it's for science research center.
And those guys, the triangles above the line are those guys who did better than last year,
and the guys below the line are the guys who was a business for the worst than last year.
And of course, some of the money isn't a lot of money,
but for example, it's a little business.
So, in arts and sciences, we're looking at that $5 million in decreased from the RNA Institute,
but there's also some problem areas there that particular dean needs to look at and ask,
why did we drop by that much?
So, I've shared this data with the Provost Executive Advisor Committee,
and they're aware of it.
And then in your slide deck that you'll get, there's a breakout of each unit,
and I'm not going to go into that today.
But you can see, for example, the different departments within each unit,
and look to see for yourself.
And then a happy thing to talk to you about any of this information,
and look forward to seeing that.
Just mentioned one more thing.
This is some of our dashboards in terms of innovation and developing versionization,
and in the process of trying to hire a system, maybe associate with dean for innovation partnerships
who will be working with us to really take ownership of the start-up in New York,
of portfolio as well as to develop industry relationships for us to fund our research,
probably one of the things that, not probably, the only of the things that I'll be having to work on
also immediately is our opportunity to develop a statewide visa, and that one would fund that.
So, importantly, our applications, I think, are going in the right direction,
our patents.
We do spend a bit of money on this, and in the past, there hasn't been an investment in that,
but that's one of the metrics that the Chancellor is looking for.
It's one of the things that we need to do.
So we are, I think, headed in the right direction, now that we've begun to fund some of this,
and there's a life, probably, that's involved.
We need to do better on our licensing income, but that means we need to have boots on the ground,
looking at those faculty who are willing to disclose what they're doing,
and turn those disclosures either into patents or into know-how that we keep secret
or in software and licensing applications.
So I think I'll stop there.
Well, yeah, I just want to mention one more thing.
We're trying to move the dial in terms of the money that we're getting from the state to do research,
and just a couple of examples, for example, in the School of Criminal Justice.
We have engaged with some MOUs with the Division of Criminal Justice Services,
and the Bureau of Criminal Correctional Services.
We're putting our postdocs embedding them behind their firewalls
so we can work on their sensitive databases,
and we're collaborating with our faculty and their people
to do research that's going to inform the governor about how the governorship proceeds
in terms of when people are released from prison, what do we do,
and what are we doing in their behind the firewalls.
So we'd like to see more of that activity this fall,
and I think I can stop there.
So now I'll take any questions.
Questions?
I don't know if I can mention this, but now I guess kind of the same challenge
that I travel fully of, but what can this group do to move those numbers?
The right direction.
So a conversation that I often have with part D is we have all these alumni,
and we have all these connections.
Are we really effectively using that role of X to bring those people to the university
with their potential research problems?
A lot of small businesses, as you know, don't have the forces to do the research,
but they've got a potential product that they need to get evaluated.
So I think going forward, we've got to make a commitment to each other
to a partner and try and really push the dial in that direction.
I think telling our story is really, really important to bringing industry partners
to the table, and I don't think we've necessarily done that.
If you've looked at the research magazines that we've designed in the past couple years since I've been here,
I'm trying to put out there that we're, you know, worlding for business,
and we're not just in our ivory towers, we're only paying for sales.
If you have suggestions about that, about that magazine,
and if you have lists of people that we should be sending that to,
if you want us to go meet with them, we'll do that as well.
So, you know, we're trying not to be in trouble,
and I'm trying to get out there, so that can be a really huge help to us.
One of the things that Binghamton does very well,
and I've also been very impressed with it,
is that they also integrate industry into their doctoral student dissertation committee,
they bring them into campus as far as they're curriculum,
and they become invested in the campus.
I was telling Robert I was just at Binghamton for a vice president for research meeting,
and I was walking through their new centers that they built.
There was some property that was owned by NICEC, and they've got it there, and we died.
And everywhere you go, they've got signs of the businesses that are operating in that facility.
We don't do that here.
You know, it was almost a good vote before,
but start with the air, it's changed that.
So, what I'd love to see is, I'd love to see those signs all over,
like the life sciences research building all over.
Do each of the various departments like, you know,
the business department they have,
and the alumni board, or some sort of board,
or advisory group, they have an advisory group.
Those boards might be the place to make some of those.
I mean, obviously that's what the school business has done in terms of, you know,
it's like having a lot of this.
It depends on the team and the department chair,
and how, of course, they want to get that board involved,
and we have some boards that have not met in real four years.
And that does work.
So David, you know,
he's very active.
David is not a single.
For example, perfect example, found a single excellent.
David, who still came on board,
he said, I'm going to make a change.
So over the last 18 months or a year,
he has been on the road everywhere trying to get
a very strong board to rock a foul college,
because he made a bond between the priority.
And they are something hard to consider for this board for funding.
We call them, and they don't even return on board.
And they want to.
And what they do come play,
that is the reality of it.
And so we often maybe get criticized why, you know,
these work is certainly hard to work,
because they want to work with it.
That takes a long time.
Yeah, I just think I want to take a long time.
I will be bothered with the relationship.
If you bother to trust,
that is if you bother to think you trust,
you just go and do your handout.
That's not a fundraising strategy.
Right.
To paint a bright picture for a research on a going forward basis,
there are three big ideas that are going to help with that dial.
Our 2020 plan calls for 200 new faculty research
getting, grand getting faculty.
The start of New York will enable us to partner with industry
to drive industry research,
and to answer with our faculty working here.
And if we are successful in advancing these new academic programs
in high needs areas, engineering, allied health,
and big data, that will open up doors at the federal level
that we cannot pursue today.
So the future is bright,
and we got a lot going for us as we move forward.
But I'm impatient.
That's good.
And that's good.
I don't want to wait.
One of the problems why business doesn't interact with the university
is that they're under different timescales.
And our job is to help train our faculty
about the difference in high skills.
It's not glacial.
You know, it's really because if you don't move fast enough,
you die.
I think one of the problems
is why business community doesn't interact
because they don't know the resources.
That are really dangerous.
That's kind of secret.
I've been embedded in this community for 25 years.
And I try to find it out of the way.
I just don't think that industry knows the term
should only have a problem.
And still, it's story.
Which to me is a great thing,
because how we just tell the story.
And we can do that.
I think they're organizations that would love to make it
with the new members.
And your time comment is very telling.
I mean, my work in life.
It's had a vice president at GE.
And what he said was,
he went just like that.
He said, there's business time.
And then there's regular time.
And then there's academia.
And the business people go nuts trying to deal with that.
So I bet you get somebody, you know,
Dean Siegel is a good example of somebody who understands that.
And can, you know, can buffer that kind of thing.
But you really need people in academia
who can make that crossover for you.
This may be an impulsive question.
But in the business world,
might we be, in terms of getting research?
Might we be competing with our own faculty
who do that sort of work on their own?
They're allowed to base in their contract
that I assume to do independent work
for another contract with business
to do bond research, for instance,
or something in that nature.
So we sort of compete with our own.
And we want to bring that in.
What's that?
I'd love to bring that in and get some help from that.
I think how much of that is actually happening, I guess, is happening.
I don't know.
That's the, that's the very fast.
You're hearing so far.
Yeah.
And I think that we have some of the projects that are in effect,
the research assignments that we were working with them all out.
And, you know, the skills is maybe not that great.
But the concern is that,
where is the experiential learning for our students?
When you go off and consult on your own time,
all campus,
and, you know, God bless you if you can camp.
But you're not sharing that experience with your students.
Whereas when someone gets an external sponsor
to fund a contract with a grant.
For example, I have a contract right now
with Swiss Biotech company,
compared to biocenolors.
And that brings money to the university
that can be plowed into our system.
And so I think it's, you know,
that we have a lot of different choices
and things that are done.
And when you're doing something else outside,
that's not necessarily a reputation we've been putting in the university
or our students' experience.
But it is, you know, available for our faculty
and its value added to what they do here.
It's kind of a balance.
I'd be surprised if that's our biggest problem.
Just up to here.
Because it's part of the academy.
It has been for a long time.
And it does contribute to the reputation of the university.
I'm not saying it's a bad thing.
I'm just saying, I'm wondering if it's a phenomenon that exists.
It seems to me a lot of,
in the old days,
a lot of universities used to encourage faculty to do outside the soul.
I think, well, it's a university center.
Yeah, that's what I'm saying.
I think that the biggest barrier for us
is our faculty need to write more grants.
And have the time to do that.
And then they need to have the infrastructure
that helps them go after the big grants.
That's key.
But maybe that means that...
That's a problem.
In addition to calling on all those guidance counselors,
we set aside some money for a grant.
A couple of grant writers.
I don't know if you can leverage them or...
Well, university of Buffalo.
Or postdocs maybe.
Or, I don't know.
I mean, I don't know what the answer is.
I don't know if it's a focus.
Well, it goes back to what I said earlier.
You've got to spend some money if we've got to change things.
But maybe the message...
And give an eye.
The message has to be changed.
Because I'm glad to mention the notion that...
Because part of what you see,
I think it's the declining awards,
has to do with the loan of debt.
And the number of grants we submitted over that time,
period decline, as well.
They have their...
There are some nuances to that.
For example, the National Science Foundation.
In three years ago,
we had 117 applications going to the National Science Foundation
for a total of 48 million dollars.
This past fiscal year,
we had 69 applications.
That's almost half.
Now...
Can't win the lottery unless you can bet.
Right?
That's right.
Part of that is that NSF has put a scripture on this now.
Right.
So there are limited calls.
There are sequestration.
There are...
So part of it is, you know,
shame on the federal government
for not supporting research to the extent
that other nations are supporting research.
And we're falling behind the curve.
Particularly, an area of energy,
where, you know, the assistant tech director,
energy, said that if we're going to be...
He was here in Albany,
and he said,
we're going to compete with the rest of the world
in clean energy and energy storage.
We could win that because the United States is entrepreneurial.
We're...
We tolerate failure,
whereas in other countries they don't.
That's the only edge that we have.
If you then take away and...
And the playing field by decreasing federal funding
for energy research.
Now you just...
You take your advantage.
I'm sorry, I guess.
Yeah, it's me, he has a faculty member,
who also is...
I'm with CCI, but I'm education.
So I also have a foot in the door with me.
What CCI?
I'm from college, from junior, from university.
I just met you.
But I wasn't the only one who was with me.
Sure.
But my field is education and assessment.
So I, the director of the school,
ever meeting programs,
very difficult to get to education grants,
and then you simply...
And as a faculty member,
who is an associate professor,
who has a lot of tenure projects,
but it doesn't add to my...
promotion to the next level.
If I get grant applications that aren't funded
and to write a grant,
takes just as much work as to write a research paper.
So I weigh...
Hmm.
So I go after this grant when...
Yeah, NSF has turned me down,
because I don't have funding for NSF.
So it's already getting funding.
I need funding for NSF.
Or do I write this research paper
because that's gonna count.
You know, right?
The next step.
And then...
It's speaking about consulting outside consulting.
Well, yeah, I'm currently working
with New York State Education Department.
They're giving me data to look at the impact of...
the presence of librarians in schools.
They're not paying me.
They don't have the money to pay me.
I'm doing it because I can get a research publication out of that.
Do I tell them,
no, I don't wanna do this,
when it doesn't form my research and my teaching?
What do you mean?
Exactly.
Exactly.
Exactly, I'll say this.
Right.
So, of course I say yes.
So it's not...
Well, it's not just as simple as...
No, I understand.
I think actually I think our next session we may want to include
kind of that educational session you gave,
Pierre and Dan and I,
last year,
kind of explaining...
Yeah, Albany Budget 101 and How It All Works
because that's the other piece of all of it.
But I think this is a good discussion
because as I said earlier, you know,
increasing our sponsor research
is one of the stakes we put in the ground.
And everything we've been talking about for the last several minutes
is a good...
It's given up, giving you, hopefully,
a good indication of the challenges we face
in meeting that target.
Some of the obstacles are barriers that we've created.
So I'm gonna tell you,
we've been working away at one of the reasons
that factor members are...
Or someone reluctant to write grants now
because we haven't had a very rigorous process
of what we call post-award serving the African well-wrestling.
People get frustrated.
And they say,
why should I go after this grant when I get it?
Then I can't get reports out.
I have difficulty implementing the grant
because of infrastructure.
It's right.
We're starting to work on some of those issues.
As well as what he was about to do
with the question you raised about grant rights.
We've had conversations about the grant.
You have to move beyond going after just a single investigator.
$150,000 grant of time is not gonna move the dollar for us.
You have to be prepared to bring faculty together
from across the large number of banks of funds
and go after the large multi-disciplinary grants.
Now, here we're talking 25, 85,
and 20, 25 million dollar grants.
Those are the ones that we have to create
for the synergies within this university.
And there's a board system.
And don't get me wrong.
Most big universities don't do this well.
We're just starting to...
This is one of the biggest problems I had at Minnesota.
It was how do I get people from across disciplines
to come together to go after these big, single grants
and the more important thing that was fortunate to me I had out.
Young non-China track professor of veterinary medicine
didn't know it enough not to go after one of these.
And that was some senior folks they're trying to persuade her not to do it.
187th of...
Yeah, $150 million was later.
She brings in like the biggest grant to the university
because she didn't know it better not to try.
What does that say?
I'm not sure.
I'm not sure if I like that, but anyway.
I hope you get my point.
You just really have to understand some of these issues.
Understand what the barriers are.
And then systematically make sure that we're creating the connections
with the business sector.
We have to create the connections I think with the state of Newport
because we had to meet with NIJ start today.
It was very helpful meeting.
I thought you.
It was very helpful meeting because then it became very clear to us again.
We're the only university center that does not...
Once nano-lead, nano has 99.9% of the grants that represent you all being
as a part of their different centers of excellence
and the animation centers that they have.
All of the funding that was registered under you all being
is the funding that goes to nano.
25, 25 plus million dollars.
When nano-leads, we will be the only university center.
It doesn't have a significant amount of NIJ start school.
So we just got to be aggressive and be impatient at it.
We need a roadmap.
And then I think it's got to be integrated with development.
So we know what the message is.
Steer all those people that are maybe more in one place.
With the locations, you know, with alumni, I mean, just, you know...
And work it.
I think this was a great discussion.
I know for a long time that I've been looking forward to it.
Thanks, Steve.
Thanks, Steve.
Thank you.
This is great thing.
There is nothing else on that.
We'll go to the business.
We need a motion to adopt the resolution,
perming our action on naming rights from our last meeting.
We need something to make that move.
Some move?
Who's seconded?
I'm sorry?
James.
James, thank you.
Discussion on the motion.
Sorry.
We had the funding right center, John.
I don't know.
I'm just the practice.
Maybe it's the line for me between Dylan Throbick and Matt Throbick is very fuzzy.
I'm throwing it out of people.
I'm throwing it out of people.
I'm a projector.
It's so big.
I don't know.
I've never been here before.
We were sitting here the other day.
I'm like, something might want to be in this place.
I don't know.
I don't know.
I just, I was here just to encourage me.
We did the life as a further meeting.
What are you going to do?
I'm going to put the name on there and get someone recording or just to put them in the name.
I don't know.
It's me.
I don't know.
I don't know.
I just, I was here just to encourage me.
We did the life as a further meeting.
What are you guys doing?
This is your area.
I mean, is it for us to put it on here?
No, it doesn't.
No, it doesn't.
No, it doesn't.
It's your way before Throbick gets close.
The name for us is according to him.
We go either way.
It's your way.
It's just, it's just, it's putting it on here and it covers those.
Yeah.
And it does, there's no downsides.
So the maker and the seconder of the motion allow that amendment.
Sure.
James, that okay with you?
Okay.
I'm going to amend it.
Is there anything else on the request?
Is not, let's move the question on.
I proposed.
I was, was that a posed herd in favor?
I think it was a high-price.
Rob, was that you?
No, that was John.
Yep, yeah.
I thought it was right, you're off.
Okay.
Very good.
Very good.
Okay, we have two more items that we need to address.
And one, I think from a parliamentary standpoint, I need to ask that we wait for
the requirement for one week notice of action.
And I believe we need a motion to that effect.
This is a late-grating issue with one of the gifts from First Niagara.
And it was not in your packet that went out a week in advance.
So we have a second.
A second.
All in favor of waiting that requirement say aye.
Aye.
Opposed?
Aye.
Okay.
Okay.
Here you have.
Okay.
Now, if you would take us through.
Let's get a resolution on the table first.
I think you see it.
The result of the murm on the north side of the stadium is University of Maltese.
Forced complex benign in the First Niagara and the firm.
And recognition of the gift of 125,000 dollars by First Niagara bank.
To the University of Auckland.
Can somebody make that motion?
Sure.
Second by Pat.
All right.
I'm a motion.
Yeah.
The gifts meets our minimum requirement for naming the firm.
Thanks.
Within the guideline that the staff is ready to counsel them.
All right.
We will like your approval for naming that.
And the guideline is based on what just will be established.
The cost decides.
Cost and percentage of the cost.
And it's a philanthropic one.
It's a philanthropic one.
It's a professional curiosity.
Yeah.
This is philanthropic.
Yeah.
This is a hymn.
So it's a permanent name.
And that is part of the name.
It's a permanent name.
It's a philanthropic.
And the one of those is a hymn.
It's a hymn.
Yeah.
The mound.
They also gave this one of the funds.
But that's marketing that we're not going to bring that in.
Okay.
This is a bargain.
Yeah.
I think so.
I was working this.
I thought that was a great one.
I immediately saw it.
And I called my partner, John.
What's going on?
Hey, little gilders.
We can go back up with this.
Been building another one.
The blockchain for the birds.
Let me ask you a question.
And perhaps I've got my geography of the computer.
But one of the other points that the mail for cheating becomes
so he's doing what it's putting on the birds.
I thought that was the area of Port Spain.
It is one of the areas of Port Spain.
I don't have any answers back then.
There will be the first night of the bird now buried by the bleachers.
But you know what's the most places they have the field in the field is the stadium is
the...
You mean the ground, the equipment?
Make sure the gym covers.
That one comes down to.
Yes.
I don't have an answer for that.
Well, we better check on that because we don't want that to come back to be problem.
But if there isn't a greener...
Well, it makes it in the agreement.
That may not agree.
Yes.
But if they don't agree.
Then you better get it out now so that you don't have a problem later when you do try to do that.
And then you won't be able to do that.
Do you have a suggestion?
Is there a memorandum of understanding that's the best thing to do?
Yes, there is.
How do you get an MWU?
Last time you had a question.
You better understand it because the probability of it will have it in there.
No, it doesn't have an anchor.
I know that because if I did, if it did, I would have known.
So can you...
So can you...
This motion...
With the maker of the motion amendment as well, you say subject to provisions for the condition
of the build out of the stadium with respect to that berm.
Can you take that?
Give them a right of first offer to the maker of the motion amendment.
Build out if in fact it comes.
Right.
So what you're saying here is if bleachers build there, then they cannot have their name on it anymore.
So will it be covered up?
No.
I won't be covered up.
Yeah.
They will not be covered up anymore.
What are you saying?
What you're saying is you're going to write a first offer to take that and promote that, right, guys?
And then if they refuse to do that, then unfortunately, you know, they have to have a backup plan.
They will be first Niagara bleachers who will...
I mean, isn't this 25 grand we're talking about?
No, no, no.
It's 125.
125?
Yeah.
And a lot of mine and, you know, they should be aware of what can happen and they probably assume that if bleachers are there, then they will be called them.
Okay.
Well, I'll discuss this with athletics scene.
Yeah, maybe we're talking about two different things.
I thought that right there where that berm is, like, if bleach told me that is where, if we were to expand, that's where...
That's just one of the areas of actual physical expansion.
Right?
It is one of the areas, and they're starting to put out the stone as well.
So the berm is the way.
Right.
All right.
I'll discuss this with Lee.
See what kind of an encouragement was made with the first name.
So we put a subject to clause in, right?
Yeah.
If you got that, so we as a counselor cover, and we have thrown a half a paper to you.
Okay.
Is there any other discussion on this motion?
C9, all in favor say aye.
Aye.
Aye.
Opposed?
Carrying an animal, so they got the timing right on them.
I have another naming opportunity.
And I didn't know this was going to even come off.
I didn't know it was subject to them, but I had something to do with it, so I'm going to reduce myself.
But the fear of God in your mark is in God.
Who's the vice-chair?
Who's running and making your own fear?
Yeah.
And the negative...
Wait a minute.
Yeah, wait a minute.
The CPU has placed $100,000 to University of Albany Foundation in recognition of the generosity of the group.
Like the luxury suite between name and the stadium for Sephir.
That's the luxury suite that seats ten people, and that is within the minimum that we have established for a luxury suite at the university.
And the Alumni Association paid the same amount.
And I should know, you should know that Sephir also paid additional 125 for other marketing initiatives and philanthropic initiatives.
But the reason they wanted to be 100 years is because that's how much they also paid for another suite in town.
So they didn't want the other place to come and come, see the rest of the 25.
Michael, giving the other 25 differently to be a philanthropist.
So 100 plus is giving 25 additional or 100 plus 725?
But for now, the only option is this marketing or is this philanthropist trying to understand what is this affirmative?
The suite will be named the Sepkue suite.
And they get in perpetuity.
And they get to use the suite for five years.
After five years, they have the right of the first refusal not to rent it for $5,000 or $5,000 a year.
Like the name will stay.
The name will stay accepted.
So they have seven football games.
They're a psychic.
So tell me what the market is.
The Times Union Center here to have a suite that has six, 18 people, 100,000 a year.
And they hold much, much more events there.
Did they have the annual charge?
No, you don't get your name on.
That's $20,000 a year.
They use the suite at the Times Union Center.
I have a request for me.
Am I clear on how we work?
But it's $5,000 in perpetuity that we use that suite.
$5,000 a year.
In perpetuity?
No.
Renovable.
Renovable to be here.
They will have the right every year.
Yes, after a year.
Depending on the national championship.
Right now.
Right now, if somebody wanted to rent the suite for a year, they have to pass $5,000.
I mean, I can price this one now, but I'm assuming $5 years of it.
I'm assuming $5 years of it.
I don't want to be locked into five years.
So what do we do market this?
Okay.
And when the new suite is built on the bleachers, the sign of the firm, all those in favor.
Dear one thing, I think before we do it, you need to formally ask for approval to waive the one week period so that we can address this.
So we need to have the motion to waive the one week.
Second.
The friction.
All those in favor, waiving?
Aye.
Aye.
Opposed?
I have a motion on the resolution.
So what?
The name.
In fact, seconds.
Discussion?
That was added.
Second.
All those in favor?
Aye.
Aye.
Just make sure you know that Michael would change things.
I will.
The name is what is hearing one of the questions.
Chairman.
There's white smoke.
I just wanted to go on for the game.
Yes, sir.
We have a box.
We have to all get into your box.
That is what's up.
Some people have been in my box.
And they can't share up with you.
We call them squatters.
That's right.
So can I seriously give my opinion on that for a second?
Now that it's done, I think we should be very careful in naming and perpetuating.
Because if our name is on that forever, it's going to be very difficult to resell it.
If for some reason we don't want to reupload it.
So I think that University should just, this is my place from the other side that we should be careful with.
Thank you.
Any time you name something forever, I think.
You never know what's going to happen down the line.
The unwronged eyes.
Who knows what suck you will turn into.
You know, the song, the song brand of University doesn't want to.
Doesn't want to associate it.
That's not your ship.
That's not your ship.
That's not your ship.
Fortunately, we'll all be gone too.
Okay.
With that, I think that we are done for announcements.
I have one bit of new, and I really hate to bring it up because it is conflicting with the homecoming.
But it's the ACT conference, which is in the circle.
We do have sections with shared governance.
The Jim Latches will be up there and start up New York.
I can send you a gender, I recommend that you come to homecoming.
But in the event that you want to come up and listen to Jim Latches or the chance or whatever and find his serococca.
What's the afternoon in the gender?
Can you do both?
I mean, can you get to the football game at least?
Yes.
Yes.
Quick, quick.
From there down the line.
I'm going to be there.
I'm there.
I'm there.
I'm there.
I'm there.
I'm there.
I'm there.
I'm there.
I'm there.
I'm there.
I'm there.
I'm there.
I'm there.
She was really impressed.
She's a...
She's a...
She's a football fan.
Yeah, she's a true fan.
It's like a religion out there.
Yeah.
Thank you.
A good point.
I'll see you in the next slide.
You can write that in the drawing.
She was talking about how high-stake paints are in the air in the middle of the plane.
And there was an anti-house under an houseman.
There's not a motion to be done.
Yeah.
A little bit.
All right.
So, Kate.
You're kidding, I'm a watcher on the side.