Audio Recording from the Meeting, 2015 August 7

The state system is officially on.
We're on the record.
OK.
You've just used that glass.
You know, no one's called in.
Maybe we should just kill it.
Yeah.
That's what I'm talking about.
It's picture-sure.
I'm calling you and you're asking for it.
OK.
Good morning.
Nobody has.
Thank you, everyone, for taking time out of your busy schedule.
I'm going to go Friday morning to be with us this morning.
I'll give you the good news and the bad news.
The bad news is that we're here.
The good news is that we were going to try to do this at the race track.
But we thought about it and said that probably would be in bad form.
And somebody somewhere in the food chain would take exception to what's doing that.
So just understand that there was a good thought along the way.
And you'll be out in time to go to a TV and place better.
So we'll consider ourselves called to order.
We will have a motion to approve the consent agenda.
Is there a motion?
Motion may have to say.
Are there any items that anyone would like to take
while the consent agenda and discuss specifically?
Seeing none, we have a motion.
And if I can all those in favor, please say aye.
Aye.
Any opposition?
Seeing none, here, unanimously.
I'll turn it over to Robert from the report of the president.
Thank you very much, Michael.
And good morning to everyone that I haven't seen over the summer months.
Certainly, I appreciate you taking time out of your business schedule to be here
to participate in this council meeting.
First of all, I'd like to just continue to thank each and everyone for all that you've
been on the campus university as we continue our own
our quest to move this university to the next level of excellence.
And I thank you, Bernie, for saying more times than once that.
What we're trying to do here, if you sit and think about it,
you'll be able to see quite clearly that the ambitious agenda that we put forward
for the university all being, if we were able to move all of these initiatives forward.
And even if we're only to move half of them,
it would probably be the biggest and the largest academic expansive of this university since this campus was built in the 1960s.
And I folks that tell you that makes us very, very excited.
Hopefully you're very, very excited and hopefully you're helping us to carry the message out across the state
and across these multiple communities about how important this university is and how important this ambitious vision
that we particularly in the position of the university, I important that is, for the long term success and vitality of this university,
also how critically important that the status quo is not adequate.
It won't get us in the community.
So we have no choice but to try to expand this university in very thoughtful, but also in very very strategic ways that will continue to serve as a resource
for the citizens of the state of New York.
So we're very, very excited about this.
And so what I want to do today in my report is to focus on what I think are two main aspects of that expansion.
And that is to kind of give you an update first on some of the operational facility activities and changes and initiatives that are underway
and to kind of give you an update on some of those.
And then secondly to talk a little bit more and give you an update on several of the strategic initiatives that are critical
in the current of our efforts to expand the academic scope of this university.
And I want to start with the first kind of operational issue because I know some of you may have questions that may have a little clarity about the leadership transitions that you probably have been hearing about,
and what's variety of the last two and a half years since I've been here.
And so to kind of put it all in one place, I've asked my staff to develop this covered code at both of our chart.
That kind of gives you a very good perspective on the changes that were made in the last two and a half years.
And let me say on the front end, the majority of these changes were initiated by folks coming to me, at least hearing advanced,
or in some cases a few months in advance, indicating they're desired to transition to retired because they felt there was time for them to think about going back to the faculty or doing something different
or they were attaining family circumstances that precipitated some of these.
But the rest were done on their mind, baroque, that the president of this university to think about the leadership team,
and to make sure we had to write people in the right places to really move this university forward.
And so you can see that the yellow or people that have basically been hired in a two and a half years that I've been here, both across my direct report, portfolio,
as well as the ones that report to a person who's also a real community, who has been here seven months now, eight months, seven months.
Working on seven months, Jim Stuller, our Provost, we want to thank you all for the chance to meet.
Can you hear me for one second?
Yeah.
Apparently, Joe Garb is on the line now.
So maybe we can get that link established.
So I'm going to put this on pause for a second if I'm right.
So most of these physicians are filled by competitively several, that are on here that we decided that it wasn't proven to do a search
and we made some internal hours.
One is an external hour for Dr. Sturge.
These had a very rigorous search process as a part of it.
And we're very pleased with people that we're bringing on and I can tell you, a lot of what you see here was actually done within the last 12 months.
We must have been nutting somewhere between eight to ten searches last academic year.
And I wouldn't advise anyone to try that again.
It was a monumental task that really took a lot of time.
But very, very pleased to report in each and every one of those searches that we ran last year, we were able to recruit our first choice.
Almost every one of them.
And when we couldn't get our first choice, we decided to delay and the search later.
But I wanted to emphasize that because I...
The only thing is that this university that passed, we kind of had to settle sometimes for a second and third choice is to take a personal environment to our academic zupełnie.
And the fact that we were able to recruit people in parallel physicians at other universities to transfer to come here, speaks volumes I think about the compelling vision
and the prospects of excellence that this university is starting to put forward.
I just don't want to lose sight of that because I can tell you love.
We had some amazing candidates and we're very, very pleased with the results of the searches we've planned.
And you'll have an opportunity to meet the newest member of this entering class in just a few moments.
I mean, not too long, it was a report.
But if you have any specific questions about this, I'd be very, very happy to answer any questions.
But just wanted you to see the changes in leadership that we've made just to talk about that for a minute.
Mr. President, just put comment and just see.
As I count this, I see 13 direct reports to you.
If I'm following the maps here.
So, 13, because the dean is reporting the problem.
Well, there's a couple of the top boxes there.
I was just talking about a total.
I think that's great.
That's a sign of a hands-on leader and a lot of corporations will have stops in between there just because of that.
But I love that you have that open door and that door and direct line.
Everyone can come to see the boss if they need to.
A couple of the things that are in those boxes are temporary or not permanent positions.
They are positions that we don't put in place to take care of particular strategies that we needed someone to wake up each and every day thinking about case in point.
Sue Phillips is a position for strategic partnerships.
That's because of the discussions we were having on all of these partnerships.
And I needed someone to spend their full time focusing on that.
So, that's a temporary position.
As well as the other red box that you see up there for.
We hope at some point if we build capacity that's may evolve into a further position.
And I'll talk a little bit more about this when I talk about revision for the East Campus.
But this vice president for health sciences and biomedical initiatives is a critical important position to help us really consolidate all the things that we have in place.
And they help sciences and where we're trying to grow in the future with collaboration with other hospitals and medical schools and pharmacy schools and et cetera.
So that is also a temporary position.
And we are not searched at the ongoing.
We've actually identified someone but we're not prepared to announce that publicly yet.
But you'll be hearing about that in the next week or two.
Thank you.
So we're very excited about that.
So let me move on.
It's ice cream.
So, a little too earlier.
We're very, very pleased to have the latest member who's new class administrators of Joe Brenner,
who's the vice president of communication marketing.
Joe is with us today.
And you're going to have an opportunity a little bit later in the program to give her a joke.
So, I hope you don't worry.
And so maybe if I be humble, Mike, at some point, you can have people introduce themselves.
What are you doing?
Why are you doing that?
Mark, I'm not sure.
Sure.
I'm Mark Redstone.
Yeah, what a correct answer.
I started in September 10, 2014.
I'm here with over.
Okay, I'm Cynthia Fox.
I'm a faculty representative and I'm going on this council and I will be the center chair.
Robert Bellicander Councilmember.
Can't call the council member.
Abna Jean-Pierre Councilmember.
Steve Betts, retired vice president for finance and business and liaison to the council.
You're saying it's a tire.
I'm sorry, sorry.
I was really happy with these smiles.
Nick Butler, undergraduate student representative.
Is that your president?
Your class councilmember.
Sean Feld, councilmember.
My name is Sean Feld.
Kevin James is the graduate student representative.
From the farm, it's chosen by the alumni association president.
Great to have you.
Sean Feld's a secretary, he's had a line in Florida.
He's a little bit of a president.
He's a little bit of a president.
He rules for me and he serves as a troops CEO.
T where he was siled in the college of emergencies and even programs moment security, cyber security고.
You still a prover?
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ppings.
I appreciate that.
Well, thank you very a bunch, we work with Claire Coles.
So I want to mention.
to fit it to moving us forward.
Just want to provide just a minute to tell an update on the process that we implemented.
We did a version of it my second year here, my first full lack of every year.
And then when we brought Jim Van Boerst on, it has to cheat financial officer fees.
It's been a lot of time and effort.
Streamlining the process, laying out the criteria for the process and actually implementing
what I think is an important management tool, particularly on the how we can seamlessly
link our strategic planning at the individual unit level with our budget allocation process
so that as a leadership team we have a better understanding where there's strategic opportunities
across our collegiate units and academic support units.
And it's also shown to be the way that Jim has structured this is providing an opportunity
for units to find ways to collaborate.
And once more effectively, the first iteration of this we've received proposals.
They were individual isolated proposals.
This is what I want to do for a mine unit that was little or no collaboration of discussion
with other units that being or should be involved and engaged.
The compact budget process, the way we've implemented on Jim and the rest of the leadership
teams engagement is proving to be a very good process because it's about an opportunity
for all the places across the university to inform us of some of their strategic ideas
that they can put on the table for consideration for recurring and non-recurring funding,
but also providing an opportunity for collaboration.
And also it's an opportunity to tell us about significant financial needs where there's
a financial crisis growing out there that we may not know about it and provide us an opportunity
for us to continue before it becomes a big or major issue.
And so we're in a midst of piloting the process, the revised process this year and we will be
pushing out for the rest of the next few months to make those budgetary decisions and
looking at how we will be making some investments in each strategic idea that I think is so.
This whole compact budget planning process is very, very important as we think about a new
way of operating and a new way of more systematically connecting strategic vision to the budget
process and how we spend our money.
And also how we, it's not just about asking for new investments, this is also the process
because it's tied to looking at a huge, huge budget.
So we can have a better understanding of how we're sending the resources that they have.
We have a better sense of how they utilize the mega investments that we made last year.
And so it's going to be one of the principal financial management,
financial management,
opportunities that we use to continue to increase the operation of the machine burst.
And so we will be reporting back to you probably that in time of our next meeting to give you some sense
of how much was invested in some of the key areas that were critically important that we invest in.
So I just want us to make your work with that.
Quick question.
Did they, did the various units or schools or whatever the units are, get to see each others?
Yes, but it's one of the things I think we agreed to Jim and Cicidon,
which is, you know, I've been around this process for a long time.
I didn't have that collaboration.
I didn't have that kind of opportunity.
But we're saying it's, it's almost, I think it's true to say everyone in the proposal that's some level of collaboration with it.
Well, okay.
Well, that's good.
Yeah, and where, you remember how many we received?
I don't know.
280 or so, about 60% of them.
There was a line on the floor where it said who are you collaborating with.
I think the applicant thought that if they filled that out, they'd have a stronger proposal.
So you just naturally engendered it, and it was really rewarding, frankly, to see the efforts that they made across the silos.
Okay.
Okay.
Okay.
A little move on here.
What I like to do now, the rest of the time I have is just kind of briefly walk you through kind of a, kind of a re-framing of our strategic initiatives.
We still operate around the four states that I've talked about during my first year of year.
But in terms of how we advance that strategy, we're starting to talk about this in the context of the following initiative.
One, since Jim Stella arrived, and we hired Michael Christakis as the vice president for student affairs, we're starting to see a lot of collaboration between the academic side of the house and the student affairs side of the house.
And also, it would provide an opportunity for us to really start to think differently of how,
how do we do a better job of making sure each and every graduate of this university at the undergraduate level, in particular, in this case, comes out of here with such an amazing experience that they will go back to their communities and they will tell two friends and so on and so forth because I find them to believe folks that is the best recruitment strategy we can have.
We can't hire enough recruiters to do that better than the students that graduate from this university.
So we decided that rather than just quietly doing things on this front, we are framing it as one of our core strategies.
And we're framing it around this broad umbrella of enhancing the undergraduate experience, which has a number of different components, the strategy on which we will do a better job of enhancing our enrollment, increasing our enrollment.
I've talked to you the last time about the challenges we either had having with enrollment over the last seven years and the strategies that we put forth in that on top of what we're talking about at the moment.
But it also is the under-distratigee is going to provide an opportunity for us to be a bit more strategic and intentional about our retention strategies as well because it's one thing to maintain our land and increasing the new freshman class.
But there's my opportunities to do a better job of retaining the students we have, particularly from first to second year.
Our retention rates now about 81 percent and on national scale that's pretty darn good, but it's not sufficient.
We can do better. The institutions that we aspire to be comparable to some of them have a first to second year retention rates of 91, 92 percent.
It's a number that Jim still our provost is kind of set and I think it's a goal that we implement some of these strategies we can clear it'll get there.
So as I said, because of the work that we started about a year ago, once we lost, we came to realization that we were on a continual downward spiral of enrollment on our first year students, we obtained more strategic about that.
And so this year it appears that we are going to be slightly up from in terms of our enrollment and when you consider the new academic programs that we want to be bringing online, we project that we will see over the next few years and incremental growth in our undergraduate enrollment, which is the path that we should be on.
And our student affairs office and academic affairs office are team up really strategically on what we call some high impact practices such as enhancing our summer orientation program, expanding the living, working communities for our undergraduate students.
And they are also implementing what I call a Hagerdram in strategy or early warning system that allows us to try and provide an early warning when students are not on course when they are not demonstrating the behavior or when they are demonstrating the behavior that research shows means that they are likely not to come back to second year.
And we are able to, we are already in the system that is going to allow us to collect that data. And the very intrusive in terms of, you know, students are not like most of us sitting around in this room who get a little nervous about being tracked.
Students grow, the grown up in this environment is no big deal to them. Other universities have implemented this strategy with great results such as Arizona State and Georgia State.
They are the two universities now that for the last two years, other places have kind of become the model for the rest of the country to kind of emulate in regards to using a data driven system to really help provide early intervention for students that are not on track to.
For graduation or not on track to come back to the institution second year. And so we are very excited about this. That's good as going to enhance our ability, I think, to improve the undergraduate experience and improve our graduation rates.
And this is going to help with recovery with recovery treatment as well. This purely academic or is there some other.
Part of it is the system will allow us to determine whether or not Johnny enrolled that you all believe in August of 2015.
We will know whether or not Johnny is going to football game, has never swiped his card to go to the rec center.
Yeah, so it's all that out of some of that out of classroom stuff that we know that a few of the students not engaged in outside activities.
That's one of the signs that they are at risk of not coming back to this university second year.
And we're investing more resources in those out of classroom activities through a student feed that we implemented last year.
That's going to provide more late night programming, more activities to keep students on campus.
Because one of the things that's painful for me and why is every Thursday Friday is to watch the massive exodus of students that get on buses and go to Manhattan or someplace.
I'm going to wear Boston. What I hear from them, well, there's not enough to do it around here a weekend. So we leave.
And so we're working on all of that to really enhance the on the right in Japan. So it's both academic and out of classroom activities with both of us now.
And to help with this as well, we're enhancing facilities. As you know, we're going to the campus center.
And I can tell you, I think I'm fairly intelligent, but I tried to navigate to get down to the food court a couple of times this summer. And I gave up.
But progress doesn't come about a cost. And we are expanding the campus center to provide more room for students, more student space.
And the East Edition will open with kitchen and dining operations this semester. That was the first edition that they started off.
The West Edition is on the way. I think you can go over now and you see steel going up. And that's scheduled to open in early 2017.
And at the same time, the old or existing portions of the center will be on to going summer vacation as well.
And that will open along with the West Edition next year. So we're very, very excited about this.
Another aspect of enhancing this undergraduate experience that we decided about a year and a half ago to look into moving beyond what we traditionally do to welcome new students,
which was basically a candle lighting ceremony. That's very much a part of the tradition, both for new students and for graduating students.
We don't want to lose that tradition, but I just thought we needed to do more on the academic side, the same kind of pomp and circumstances we have at graduation.
How do we introduce students to this community with a big bang to show them that they're important opportunity for us to lay out very clearly institutional expectations of them and students.
And get them an appearance excited about being here and letting them know that they've made the right choice by sending their students here.
So therefore, we're on Saturday, August 2nd at 4pm and set you will be having our first opening conversation for our new students and their family and friends.
So we invite all of you, if you have time in your busy schedule, this is a new, newbie for the University of Albany and the impact you've come and participate as well.
Now, just to quick update on the Strategic Initiatives, originally we thought we would have a memorandum of affiliation to be discussed and hopefully include a benefit by everybody.
We are spending great progress as we're listening to this memorandum of affiliation with Albany Law.
But we're not quite ready to bring that to you at this point.
So, Mr. Chairman, we may have to have a conference call us something depending upon the timing, but our goal is to execute this memorandum affiliation.
The first of at least two affiliation agreements when you plan to execute to move this big idea about affiliating with Albany Law School here.
We're still very, very excited about this and I can tell you it's generated a lot of excitement not only among our faculty, staff and students, but also at Albany Law as well.
Well, we think that this is a big idea as a transformative idea.
It will help expand the active and pro-phobotus university by adding a very important, very critically needed professional program to our mix of academic programs.
So, we are very, very excited about that.
One of the excitement is how this is going to help redefine legal education, the way it is delivered at this law school, and the way it is going to link seamlessly with the opportunity for students to not only get a law degree, but also to give a degree if they want to as tied to business and to maybe public policy or some other aspect of what we do well at this university.
There's a lot of indication that that's the kind of training that folks in the legal community are going to be building for in the future.
And so we're very, very excited about what we're doing here.
We're excited about that.
At this juncture, this body too.
At this juncture is that we hope to have a memorandum of affiliation ready to go somewhere between the end of September and the middle of October.
So we're making good progress in that regard.
It's tough to go shane with a bunch of lawyers.
Yes, that's a setup there.
I know, right?
I'm going to actually just move on.
I'll take the bullet before you.
Actually, if you've been having great fun at these things, because people see this energy and I can tell you, there's a lot of excitement, even though we know that there's a lot of obstacles ahead of us, but there's a lot of excitement about this.
I think it's a great idea to start appreciating that.
And so the other thing I'd like to talk to briefly about, and I know I won't take too much time on this because Provost Demen and Edwin were so talking to you about the new college of emergency preparing his homeland security and cyber security.
And David has created a new acronym that's a bit easier to say.
Exactly.
Yeah, and he'll tell you a little bit more about that.
But this is, I can tell you folks, this whole area that is not on the conversation is I hearing the community folks outside of the academy, outside of this university are starting to get very excited about the potential of this as really being something that's transformative.
And another key addition to our efforts to expand the academic scope of this university.
So I'm just going to leave it there.
We've made a couple key decisions and one is to co-lake Kate as new college, hopefully on the track of land and trying to negotiate with the governor of South.
It's about, and move and build both of these facilities on the American campus.
And so we're still on a negotiation and having conversations with the state about doing hand.
So we're very excited about that as well.
You also may be pleased to know that as of July 1, the College of Computing and Information is no longer.
We now call it the College of Engineering and Applied Sciences.
This is the name changes official.
We have a new chair of the new department that we're still trying to get approved through the state head, which is the first program as part of this new configuration,
which is computer engineering.
We're very pleased to report that Kim Boria, former head of computer science, I think at RPI, is the new chair and also the interim dean of the college.
We hired Jim, I think three new faculty members last year.
And so you're going to be hearing a lot more about this.
We're going to make a big deal about it once the students and the faculty return because, well, this is a big deal.
This is probably one of the biggest things that's happened to this university in a long time.
And we just don't want to quietly implement this strategy.
We're going to be making a big announcement about it because I think it's important for us to send a message not only just internally, but internally.
That this university has had it down a different path.
And a public option for engineering in the capital region is something that's in everyone's best interest, not just you all may.
We're working on a strategy that will locate this School of Engineering and apply sciences initially in the old, old, old, and high school, the skylight building.
I think I talked to you about that before.
The vast opportunity for us to do some amazing things with the city of old, that underserved community that's going to get more views in the major communities.
Hopefully you're interested in science and engineering.
That's going to be a gut renovation.
And I know some of you kind of gaps the last time we mentioned that, to cost probably associated with that.
But we still think that that's going to be the best use for this facility that we now own.
And so we're working with the city of old, many, and others, communities to get them involved in this as well.
So we're very excited about this.
And then the other strategy is the East Campus.
As I said earlier, we are exploring different mechanisms to bring all of our disrepaces of our deaf sciences and issues together.
And to really start thinking about that East Campus is a valuable asset.
I think all of you have been there at some point.
But it's an asset without a very clear, without a very coalitions strategy.
And so that's why we are in the process of identifying someone, or the identified someone who's going to come in
and to work with our provost and VB for research, the Fargeans and I, and the foundation about crafting a compelling vision for that East Campus that's going to kind of repurpose it and bring all the pieces together to create the synergy that I think is necessary to move us ideas.
And please stay tuned for the very more about that.
Just like the end by just giving a few updates on government relations activity, you've noticed that's one of the areas that we completely restructured last year on a leadership of Sheila Ciri and properly single wall.
They make a very, very significant progress in aligning our position in creating relationships that we need to get access to legislature or to the second floor to advance our agenda.
And folks, this office is absolutely critical. If you don't have the ability to get your message to the legislature by the end to the governor's office in a very timely fashion and a very compelling way,
it's very hard to move your agenda and get support from our legislative process. And in a very short time these folks have been involved.
We're very pleased to vote them.
Well, as legislative session we secured a center of excellence for our department of atmospheric science through support of not only assembly member, Paff A.D., but also a senator.
Senator Amador?
I get that right.
His support was absolutely critical as well as to Paff A.D. support.
And you know, with the transition of NANO, we didn't have a center of excellence.
And so now we do, and we're very excited about this particularly because his support, advancing the work of our atmospheric science department, which is one of our largest and most well known departments at Michigan University.
And parallel to that, we're also pursuing a center of advanced technology for the RNA Institute, which again, we're the only university center that does not have one of those as well.
And so we're making great progress.
So anyway, I just wanted to highlight.
What does that mean?
You say, whether or not it doesn't have it.
What, what, there's some special designation of the center of excellence?
It's a special designation with legislators support roughly about a million dollars.
Buffalo, Stone of Buffalo, and Big of them.
These have at least one of these, some of them have two.
And when that old transition has a part of the oil being, we had two at one point, but we lost them both when that caused separated.
And so we didn't, we used that part of our argument, but that was a different day today.
The reality of the reason is the outstanding and innovative work that the atmospheric science folks is doing, you know, the reason that we're the governor of science and us to be, as well as the work that the RNA center.
So we're going to make that carries with it a fun big string.
It carries with it a fun string for the center of excellence for atmospheric science.
I think we got 250 for the first year.
And then we plan on going back in as close to full support.
Actually, most of these are funded as close to $1,900,000.
And so we plan to go back and ask for full support.
That's why what's getting this up.
This is from, this is important.
More than just from a symbolic fashion folks.
This really is important in terms of inviting the resources on a recurring basis that's going to be necessary to help support the work in this area.
And we're going to support the work in advance of the outstanding work that goes on in these two research centers.
Since we are sitting there the only so-called research center that have these two important budget funding.
So we've made significant progress.
We're fairly confident that we're going to get this center for advanced technology for the RNA as well.
There's an additional NIH money that we're going up to put it on and as well.
And so we're really plan to end.
You have to invest in the areas that stand against potential of advancing the university, particularly to help distinguish us from the rest of the path.
Does centers have to be renewed every year?
It's not an annual renewal.
But there are stuff like this in this next round that were three of them that were coming up.
The money is not guaranteed for everyone.
Ultimately you have to come up for renewal.
And it's kind of a mystery to me in terms of how some of these decisions are made.
It's not very clear.
But the notion is that I think that we're going to attend.
And so it means that we put in an application for one then somebody has to drop off.
And so it is quite competitive.
So the fact that we were able to get this at least an initial destination for the atmosphere is a big deal.
Because that means that somebody else is going to bump eventually.
So I think it's usually about the ten year commitment to get out before you have to defend yourself.
Which is good.
So it's a good strategy.
I talked about Joe's on the move on for that.
The next big thing I'll just close with is, you know, we've talked about a lot here.
There's a lot going on.
The University of Anthem in a strategic planning process probably some seven years ago made that strategic plan.
It's one of the first things I looked at when I came here.
I was quite impressed with how comprehensive it was.
It was so comprehensive, I think my first response.
This is a beautiful plan.
But we can't print enough money to do all of this.
And so we're in critical juncture now where we will be looking at that old plan.
Because it's probably at least two years out of date now.
And kind of juxtaposing that against what we've been verbally articulating about where this university is going.
And mapping out a process to get each and every one of you, the fact that the staff members of the community involved
in the next iteration of that plan that will be built on how do we bring the more contemporary recent strategic initiatives we've put in place.
And every vice plan that will clearly provide an opportunity for folks to be engaged and bring greater clarity about where we are and where we're going.
And so that's going to be one of the things that's going to be occupying a lot of my time and my staff time contingency.
And the rest of us, over the next academic year, how do we step back down and start to work on and have to mitigate new strategic planning process?
That's going to help really bring all of this together in a very transparent way.
And that's where we're going to be depending on Joe to help us use that whole process and all the things that we've been talking about.
And we should tell our story more effectively.
Think about how do we re-brand this place and get people excited about first of all knowledgeable about what we're doing and excited about where we're going.
So, this is going to be a huge thank you for the opportunity.
Questions? There's an awful lot going on.
Anybody that's in the area certainly cheers to the season feels the night very closely with Robert and his academic development activities.
And so, I'm sure that you're as he was around and about this university that has not been built in many things.
So I think he's fantastic and I'm sure those that are outside of the area are certainly feeling the ripple of that wave.
So I think maybe not as intensely as you make here in the California region.
Any questions or comments?
Joseph, it sounds like you're right.
Robert has given up for your work today.
Thank you.
Thanks everybody.
Appreciate the time to talk to you this morning and I really appreciate the opportunity to join this winning team.
It's great to be back in New York State.
Tell you a little bit about myself. Tell you a little bit about what's drawn me to the job and then maybe a little bit about what I thought it was.
I grew up in Detroit, Michigan.
So, I'm sorry but I can never be a Yankees fan.
So, I think it's an out of place.
It's now the greatest start of the project in the face.
It's not going to break me into Tigers fan either.
And I came to Buffalo for my graduate's degree.
It was in the PhD program in English there and I left with a degree and my wife.
So, my wife and I are both senior lawmen.
So, I went to my career, although I was trying to be a researcher and teacher at Weston Microwire on administrative side of what we do.
And worked at different kinds of schools and different places in the country.
And I got recruited to come back to Buffalo.
This will be about eight years or so ago and spent six years there.
One of the things that I did was to develop the message strategy for the what at the time we called the UB2020 plan that kind of became the basis for soon 2020.
And it was really wonderful because I saw the community and the university come together and team up to do amazing things that had a huge impact on the county.
Buffalo through the time, through the course of the nation.
So, it was very exciting work.
After we achieved that goal, President Johnson and retired.
And I stayed for a couple of more years.
I went looking for new challenges. I went to the University of Iowa.
I went out on the prairie and was there for a couple of years.
But felt that call to get back, especially with my wife's family in our state.
So, this one this opportunity came along.
I had to, I had to answer the door and explore it.
And you know what I would I noticed right away is your ambitious vision.
And the way the university community that you know you're around that.
There's tremendous support growing momentum here.
That's very attractive to somebody who roll like mine.
I also noticed the very high quality of the academic programs.
And I will say from the perspective I had in terms of 50 miles down the road.
I think all these reputation perhaps is not quite commensurate with its actual quality.
And I think the work that my team will be doing in the judge of the audience, close-up gap.
I think Buffalo, where it's talking for maybe you know got out of that a little earlier than Albany.
And started putting some things in place.
But I know that our agenda is to catch up and perhaps in surpass in terms of what we're doing here.
And I think that strategic thoughtful communication is essential to do that.
Because of good communication, we build awareness relationships trust and ultimately support.
We have to think across all of the different objectives and audiences in the institutions.
There's a lot of complexity involved in this.
It's not perhaps quite the same as branding a commercial product or service.
It's really about constructing that very compelling narrative with everybody's support.
And buy-in so that we can really stand out and draw people to us.
Whether it's recruiting students, generating all nice support, philanthropy, and what it's important for all of my thinking.
I also have work to do my team and I, what I call playing defense.
It's building brand and telling the story of the university is playing offense.
We also have to play defense.
That means helping find problems and bring them to helpful resolutions before they become issues, crises, things that you weigh at the reputational capital of the university.
So getting ahead of our bad news and doing the vision for it right away.
I'm starting on Monday.
I'm going to need everybody's help and support.
I'm going to spend a lot of time getting to know the institution, the programs and the people.
I want to get an extremely deep personal understanding of the place.
I think that will help me a lot.
I also will be looking at all the research that we have.
We will develop a process for crafting that narrative, developing that strong and authentic position of statement.
In collaboration with all of our campus stakeholders, alumni faculty, students, this council, community members, and implement and then measure and adjust and sort of, you know, platter of rents for me from there.
They take any questions or any perspectives you might want to share today.
Caitlin.
I think it's the Bill Stan.
Absolutely.
What was that?
I see at least a Bill Stan.
Yes.
I can't do anything.
I can't do anything.
I'm doing anything.
All right, I'll do it.
Sorry.
Just can't do it.
I'm trying to get an off to a good start.
I would say more probably, I just want to try and Buffalo to have an exactly stellar reputation in terms of just overall.
I don't want all of the attorney to write or Buffalo.
I'm real that you're here.
I had a thinking of the best of the year and I think it's really good position.
In Bill Stan, they're making sure that inside institution there every interaction that anyone has with the Wittings, the institution is set.
When we do that, when we pull that first back, I think that the potential is to be particularly significant.
I was going to say welcome again, and then you know you haven't started.
I trust certainly from your background that you will do your interviews or discussions.
I've only heard from the University of New York University that communication is not the worst.
It's about knitting everything together and understanding the interests of everyone and being able to protect that.
I know the President and the rest of the people behind us were really happier here.
I can't wait to get a start and we're going to get a Yankee's head.
You should have said that because I already have a lot of things in my mind here to try to onboard you with people properly.
I of course will second all that. I think one of the biggest challenges that I've seen for several years now for us has been really with the media.
I mean the local paper, big challenge.
As well as even cultivating the New York times and people like that.
There's actually a big article on all the new times this weekend.
I think really the starting point is probably with the time of junior.
We never seem to get in the time of junior and I'm not a regular regular.
It seems except for sports or somebody has screwed up somewhere.
I think in coming up with a strategy you really need to think about managing the time of junior because all the legislators and subordinates would read that.
As well as perhaps the New York times in terms of getting out the message to Dan State.
I think you're a big challenge today.
I mean we're going to go to Leo Blay and the DeMoy and Register for a detention.
I'll build relationships there.
I agree with you. I think herd media is very important.
It's still influential.
It's probably what you might have heard in the New Media Industries not to have more readers than ever.
The economic model should.
I think starting at home is always a good idea because those are the folks that are going to know you.
The closest.
When you have a crisis they're going to cover you right away and what they say will have a big impact on how the rest of the nation is going to be.
There's a lot of good management.
You just really need to develop a good relationship with the people there and see them and get to that.
Really.
Something I'm not sure we've always done in the past.
We haven't paid enough attention to the time junior and I think in the past.
And although I think in the past has kind of been this really true with adversarial relationship between you.
I'm just telling you the way I see it.
The University and the time junior.
We've made some progress but I can tell you we are not where we need to be.
We've had two meetings with the editorial board.
And by all indications, by which based on what I've heard from people on the editorial board.
They are very excited about what we're doing but they weren't so excited that they were simply hitting the story.
On my right, Seth, I want to mischaracterize this.
We had two very good meetings with them.
And in fact, I've heard by the great find that one of the Congress where they weren't quite sure where this universe was going.
But it seems like we were on a very exciting path.
But there was never anything written about that in their pages.
That would have tremendously helped us.
And so I guess the piece is sick about it.
We've got better than what it was but we still have a lot more work to do.
We're going to shower them with information, friendship and everything.
Well, the nice thing to know is that I think that this people are getting there and interaction with each other.
We have all kinds of things that I hope the other thing to fail to use.
That they pull them back into the room.
There's on the summer's time, I think, which is exciting.
I think we have to try it.
But there's so many other aspects that people are accessing that they're new and that happen.
I think that's one of the things that we're students in, I know that we are from students in our home.
And you know, it's that social media.
I think that's all along the way to offset.
We can't deal with that.
But the gentleman is clear and we're excited to have that boy.
Okay, thank you very much.
We'd like to move on to our, and I'm just a year of the new acronym, the College of the Purpose.
They need for the whole minute.
You need for the entire minute.
That's a mouse ball.
Let me try to think.
Good morning.
Hi.
So about six months ago, I'm a professor of Provost Steller asking to take over and help set up this new college.
It's a great exciting opportunity.
We've made great progress.
But we're only a couple months old, so there's great amounts of work to be done.
It really began in 2014 when Governor Fomont and say the state said he wanted a new SUNY college of emergency preparedness, homeland security and cybersecurity.
But he didn't say where it was going to go.
And there was a lot of discussion.
You would be on a SUNY campus.
You would go to a private university.
And a lot was at stake for the university at Albany.
We have a lot of great work in public health preparedness, homeland security, cybersecurity, vision of the state investing millions of dollars in another campus to compete directly with us with something that gave us all pause.
And the president and his staff and the government relations people, Sheila Siri, did a great job in persuading the governor that Albany was the place to put this new institution.
And so in the most recent state of state in January, the governor announced it was going to be at UAlbany, put up an image.
And there was a building with UAlbany's logo on the side.
And beginning with that speech, we've been working to create a vision for the new college.
Part of that is going to be weaving together these assets that already existed at the university.
I could tick off a long number of them, but the School of Public Health has a graduate certificate.
The School of Business has digital forensics, as I'm sure you know.
They have a graduate certificate and information security, a new MBA concentration and cybersecurity informatics at the undergraduate level has a cybersecurity concentration.
Rockefeller has a concentration at the MPA, Master's of Public Administration, as well as a certificate.
So there's a lot going on at the university and different pieces.
What we want to do is weave that together. We want to be able to get some additional resources and invest in that college and build it out.
The governor has given us $15 million.
President Jones mentioned we're hoping that it'll go into the new building on Haramon, which is a great location for it.
Right here at the Division of Homeland Security Emergency Services, the State Police, the Emergency Operations Center,
but also adjacent to our campus and walking distance.
What we want to do at this point is persuade the governor that operational funding should come along with that,
that in order to have first and the best institution in this area, we need the state to invest in us.
I think over the next few months, that's a great challenge for President Jones and his staff, as well as myself.
The vision of the college, once a grant fund, is a college of 15 to 20 faculty members, about the size of the School of Criminal Justice here.
We're hoping to have 200 majors get a master's program up and running, have certificate programs.
And in terms of these academic programs, we've already begun. The college itself has been established.
C-E-H-C is the acronym. You have to have four digits for University Code and the system, and that's what we have.
But this college is established. If you click on academics up there in schools and colleges, it'll come up and our new website is up there.
This spring, in two months, we got a minor approved. So if you all go to the major and the minor, an 18 credit minor, six courses.
We've created four courses, an introductory course, a cyber course, a homeland security course, an emergency preparedness course.
Those are all up and running. We have 12 students now officially declared as our minors, and that will grow. We hope to have about 100 students.
We're working on the major right now. We have a committee of about 50 faculty members who have been participating in it.
We've drafted it, and we're ready this fall to begin putting it through governance, bringing in external reviewers to comment on it.
Once it's approved on campus, it'll go to SUNY administration, then to stay dead.
It all goes well. When Kikr figures crossed, fall of 16, we hope to begin majors into the program.
Graduate programs is the next piece of business that will work on this fall. We're certainly going to think about the master's program.
Where do we see demand? Is it in the homeland emergency preparedness? Is it in cyber? What do we want to line up first?
How do we work with the other college of engineering, applied science as well as the school of business on that?
We've begun to do hiring, President Jones and Provost Sellers, to prove for new faculty members for the college. Most of them will have joint appointments and other units.
However, it's critical that we have a critical mass within the college. We can't just be joint appointments, and everything done with a little bit of money to get a couple of classes there.
Really, if we want a high quality undergraduate graduate program, we have to have faculty dedicated to making sure that it is top notch.
In closing, we have seven principles that we're using to drive the college forward as we're building it. One of the key themes here is that we a, what an interdisciplinary interdisciplinary, so it's not just going to be in one unit.
We want public health professors, computer engineering professors, business professors, social welfare, when they do work in the area of mental health and disaster mental health.
So it's really got to be an interdisciplinary effort drawing in on all the schools and colleges across the university at all.
It's also going to connect to other academic institutions. A good example of this is that the new Pulse is they have a disaster mental health program at the graduate level.
It's known throughout the state, it's highly regarded. And so what we're working with them is to integrate those courses into our program.
So they could take some of them online. They're going to help us develop some of the baseline courses that you need.
And so we're looking for collaborations and we've been talking with Buffalo, Maritime, Canton and others to try and reach out to them and see what they're doing and not duplicate what they're doing that become partners.
Empire State College is another one. They have a Homeland Security program. They've loved to team with us.
And we've been working to think about if we offer this set of courses and you offer this set online, our students are going to have a much broader array.
That's going to help us bring new program students to this campus. And so I think these collaborations are important.
And the final set of collaborations are with state agencies as well as with the private sector.
Private sector with Cypher, you know, that's a huge growth area. I mean, you can't open the paper without having another crisis, both in government and in the private sector.
So we see the private sector is important throughout, but particularly in the Cypher area.
We've been meeting with state agencies, division of Homeland Security, Department of Health, Office of Mental Health, Office of I own Family Services.
All of them have key areas related to the new college. All of them want to participate in some way.
Take our students, work with us in capstone classes, give us research questions for our faculty.
And so over time, as we build those relationships, we want to institutionalize them and have them be real partners in this relationship.
A good example of this is fall and every fall we're planning to have a setting agenda in Homeland Security, where we're doing this in cybersecurity, bringing in our state and private partners, sitting them down and saying, okay, this is what we've done in last year.
So where do we want to go? What research questions are you interested in? And the state agencies are very excited about this.
They've lost a lot of that research capacity over the last couple of decades, and here we continue with them and help fill that void and become real partners.
Again, they'll be hiring our students, taking our students as interns. It's a real opportunity for us to match the classroom learning with that experiential learning in terms of internships, research, et cetera.
And so we're excited about the new college, we're just a few months old, but I'm happy to answer questions now, or if later something comes up, or if you visit our website and it raises questions, I'd be happy to chat with you about it.
Questions?
I've got one point, which is kind of not the present.
Unlike most other disciplines that are within the university system, where there is a body of learning, but I don't want to say this is fixed, but it is even more stable than cybersecurity.
Cybersecurity changes the environment.
How do you look at those things with the need to be current, and the need to have the needs to be?
In the area of cyber, I think what you'll find is that the set of skills and knowledge that our students need in order to combat cyber is a solid foundation.
And then every day, the attacks of all, et cetera. To me, it's sort of like public health, right?
You've got to arm people with the tools necessary, but each flu comes in as a different one, and they have to go out and say, okay, here's the new threat.
Here's how we're going to actually identify a creative vaccine to distribute it.
And so, I think it speaks to not training students to a particular type of programming language or skill, but training them to be lifelong learners, right?
So, it might shift entirely, and right now, using certain skills is what you need.
But in three years, or in cyber in one year, you need a new way to approach this.
And if you like long letters, that's going to be easy for you to do.
And I think in the college of computer information, that's sort of been their philosophy in going forward, I think, in the cyber area.
That will be as well.
It relates also, I think, to the broader question. Sociology has a, you know, a corpus that everybody learns, and it's relatively stable.
In all the policy areas, I think it's slightly less. And this area is very interdisciplinary.
So, it's not like I envision this new college to have its new corpus.
I think you draw on public health. You draw on criminal justice. You draw on digital forensics in the school of business.
And so, you know, looking 50 years ahead, is this going to be a discipline in every college around the country? Probably not.
But like in many interdisciplinary programs, it's going to draw on the expertise and the foundations and other areas.
And so, I think it's slightly different in two ways. But I think, you know, looking at the newspaper between climate change and extreme weather, cyber and ISIS, these issues are not going to go away.
And training with best possible students and getting them out there, working with us is critical.
And the private sector is that new is just, you know, an unconscious person. The L.S. to have those resources there really.
David, could you just come in to lead into what you just said? I think a lot of times people don't really understand fundamentally how this variant, the fact that we need a college like this is when it's self within itself is kind of an unfortunate situation.
But given that prettyality, one of the rationale for why we need to do this and why you need to bring all of these pieces together is that you can imagine what the state of the world affairs today, what's going on, and you know, broad and what's going on domestically in cyber attacks, et cetera.
And this is generating a very large demand, my understanding for jobs. I think the number of somebody like 300,000 jobs a year for now into the future, just to kind of stay on top of this from a workforce perspective.
And that's an unfortunate statistic, but it's a reality and it really does drive home the point why such a college is needed. I was really struck when we had our first conversation with Postal Homeland Security back in New Zealand in the spring.
And I think this guy was a deputy director at Overfirmary and Sackler business position, but he basically made the comment about post 9-11.
He had a bunch of people who weren't all that necessary, text savvy, older folks that were forced to come together to try to figure out, you know, how do you start to communicate some of these issues and that it was very, very clear that the path going forward was going to need young people with innovative ideas and innovative approaches in the order to get the job done.
And I think that's a very important thing to do to mitigate some of these issues. So there are, but many ways is unfortunate, but it's the reality that we live in and it really does make this opportunity very strategic and absolutely critical that we do it right.
Because a lot is depending upon our ability to really pull this off and ways that we are tickling and needing to be on hand.
I was just to put a caboose in both of those statements that I think this is phenomenal. It's great to be in the beginning because you have so much flexibility. You can look at the past, but then look to the future.
Just to pick up on what Michael said, the private sector is huge. I know it's difficult, sometimes for the academic to make the jump to the private, but go big.
This is like the banks, the Jeffries, the JP Morgan, the Googles, throw stuff out because I know one of the issues I work in government with the Native Homeland Security, it's police.
They have a different law enforcement has a different mindset. They're protective than always being so collaborative. Now things are changing so forth, but I think being the bulk of this and dealing with the law enforcement communities and then balancing that with the private sector needs are, I think that you guys are poised to be right in the middle there and get back to the marketing communication.
This is one run with that because there's so much stuff there, but congratulations and good luck.
I agree entirely, and we've worked in a lot with the business school because there's lots of areas of growth that you think about business continuity of operations, supply chain management.
We live in a complex global world and if you have just in time manufacturing, you make yourself vulnerable with all sorts of disruptions and how do you train people in terms of risk management to manage that.
This school, I hope, is not going to send all of its 200 majors into being emergency managers or work in the state. I would expect a lot of them are going to go into the cyber area into the business world and have those risk management skills and be able to navigate what will be a challenging future.
Excellent. Thank you. Thank you. We want to do a quick update on the upstate revitalization initiative.
Again, to prepare for your memory among his other full-time jobs. Robert is the co-chair of the regional capital region. I'm developing council.
We've become part of that. There is the upstate revitalization initiative, which is the $1.5 billion competition that will allow three of the seven upstate regions to get an award of $500 million.
There is an awful lot of work going there. We have come together and hired McKenzie and company. We felt that if we were going to do the work going to compete effectively, we needed to bring in someone who could help us to do that.
It's interesting that this whole topic of education, which McKenzie has identified as one of our strongest assets in the region and the issue of cybersecurity, which has been one of the areas of biggest opportunity has been independently identified by them as something that we should look seriously at in the capital region.
We have walked through this process of stakeholder engagement going out and talking to people at individuals, groups, companies that are here, companies that shouldn't be here to do thought farming again, but completely invaded driven, which is one of the reasons why we wanted to use McKenzie and company.
Whatever strategies we come up with in the initiative that support those strategies must be data equipment. It can't be something where we have a gut feel or women be nice to increase this or teach that. It has to be driven by the data that supports the asset and supports the asset.
That's what's happening as we speak. By the time we're done with this, which will be an official submission on October 5th, we will have a submission to the state that tries to paint a very compelling future for the region based on specific investments that the region needs to make.
We are hopeful that we win that half a billion dollars that can help to advance those initiatives, but if we don't, the plan will still stand on its own and serve the guy close to get us through to take the region to attack some of what we believe is unprecedented potential in all of us state New York.
There's a lot of work happening in the state. There's an official community and then there's another two days.
People have been summoned to Buffalo to give their whole plan but to give the update of their plan. I think that's happening next week.
We have to be very part of the moment talking to the government about the process we've gone through but we really don't want to play our cards yet.
The slide deck, which happens that we're here, is going to be very interesting for that presentation.
It has been an awfully exciting time. My temp is a lot happening. We have people off the sidelines and say, yes, I want to be an alt in this. Both in top farming but also in funding because for those of you that don't be kinsy, they don't want to cheat.
We are the price tag for this is somewhere between $2.5 and $3.90 but I think it's a great investment and we're going to be on our line.
I'm happy to take any questions that you have but we can expect that the university at all is going to be great in the center of what comes out of that.
What's the timeline for the awards? They want to do the awards by the end of year. It's really fast track.
It's real money. Unlike some of the other economic development programs, this money came from all of the fees and assessments of financial services industry from early New York.
It's not tax credits. It's not any of the other creative programs that they have. This is an actual money economic development funding that we will get in the region.
It can certainly have invested properly. It can change the direction of the region.
I would just like to add this one piece because it has been one of the outcomes. I think it's a critical outcome of this whole process.
It's something that you asked a mayor she will repeat this almost every time she asks about it.
It came up as part of the sciat tour that we did earlier in the week. One of the things that's already happened as a part of this process is something that was relatively newcomer to this region.
I thought we definitely needed to do more of it. How did you move the conversation around strategies that would really advance all being or connected to a trolley in the village?
To a more collective conversation about what's cooler for the region. I can tell you from my perspective that alone we can continue to advance that mentality that my said that a strategy that just focuses on one of those metropolitan regions or areas without thinking about it from a regional perspective is never going to give us the where we need to be as a region.
I think we've made significant progress in that regard. That's one of the things that we're going to be emphasizing as a part of this process as well.
Because unlike Buffalo, when you have a major metropolitan area around which you can rally all of your strategies, year, a lot of what we can do might be done in the Tri-City region.
But it has to be done in a way where everyone sees something from what we're going to be interested in. And I think we've made a lot of progress in that regard.
Which is something that would not have happened, have not been for this process.
That's absolutely. Unfortunately, it wasn't too many years ago that literally a call from Schenak to Troy was a long distance, long call, literally.
And unfortunately, people have acted that way for most of the inner meeting years. This process is full of people together and put them at the same table.
I think just that process along has been worth the efforts of one.
Great. The revision of the student code comment.
Thank you.
We're back again.
Before you last time said thank you and I'm going to call those comments from back again to make it another set of changes to assume that conduct is a theory for everybody to sit earlier.
So as everybody is aware of the resolution set out and we can dissolve the papers.
The year-state legislature has amendments to the New York State Education Law by adding Article 129B.
I'm June 14th and Governor Cuomo signed the law in legislation on July 7th of 2015.
This law addresses the University's response to the federal violence on campus.
It's been nicknamed the Nuts and Nuts Bill and we're here today to ensure that we're compliant with the mandates of that legislation by amending our code of conduct prior to the Feb. 15 of the law will be up to the end of 2015.
We made some very very minor changes. The law was crafted off of the screening policies which this board approved changes to the code in mind with those policies in April.
So I do have the changes to the code color-quoted and on a contract like me to display them.
I don't think we've seen a copy of them.
No, you haven't. It was a really large time to be extended. Can you do a high level?
Yeah, can you just at least tell us this is what they are.
So what we did was we changed the definition in accordance with the law in section two of the code.
So we have the most pressing definition changes are affirmative consent definition.
Again, very slight changes to what the definition was in our previous code that you saw in April.
The changes basically just make the code the definition a little bit shorter and more succinct.
And this code is required to be part of the report. These definitions are required to be part of our code now by the piece of legislation.
We also changed our definition of sexual assaults.
One, and sexual assaults to our code to be consistent with the federal definition of rape as required by the legislation.
Can I just interrupt for a second?
So it's apparent that we don't really have to cut the code because the legislation itself is a casebook.
That is correct.
So we can talk about all this.
No, I just wanted to highlight that with some.
It is what it is.
I don't really think we have the ability to say, oh, I don't really like that definition.
I think we should just say that we have taken under advisement.
We have to amend the code.
And we are approving with the legislature as it asks to do.
And we are compliant with the legislation.
And something we have in the field of flexibility on a choice.
Is that unfair comment?
No, and I think it's better stated than perception of the extent of the human improvement policy.
We do have more confidence in what you know.
That's what we get.
Right.
Then we have followed the guidance that we are committed to follow as opposed to this being a deliberative body which we weren't in any way.
And I think the wreckage reflect that.
I agree because if there is any litigation later, I want to clear that none of us had any direct input into the language.
But you simply don't require counsel making these changes in association with what's in the legislature.
The legislature is opposed to the prior thing which was our own views of what the coach changed.
That's correct.
No, I think you were right.
I'm sorry, but I think you should be very clear.
One thing though, I think we might want to come a minute on.
And that is not what you said on the idea of how we make the student body, how aware are they of this?
Because that was actually what the article was talking about this weekend.
And they had reported walking around the campus center here.
And of course, the number of students were unaware of the law change and so forth.
And so what we should be focusing on is dissemination and education as opposed to.
The students every year sign something that a firm know says that they received and have a copy of the code of code.
The students, we distribute a link.
The PNC law is all exactly different from the EU standards.
We email all students at the service school here to rewind them about the rights and responsibilities and any changes are already updated and made.
Any time that a change can be made to the code of the applied students.
And I can also tell you that.
I'm just saying.
I mean, I'm saying.
I mean, I'm saying.
I mean, I'm saying.
Those emails are.
I sure have some make sure.
Okay.
Yeah.
Right.
That the communication has been.
But those emails are drowned out.
We get an email every single day.
I understand.
But NINTS had is correctly pointed out that how are we communicating effectively in the best way we can to the students?
I think the answer to that is no.
I think we're meeting the requirement of what we need to do.
But I think there's more that we could do so it's more clear.
So the question is, is there exactly a better way?
That's my point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
That's the point.
Now, I have two William-ièrement collaboration
in prevention.
And I can tell you that, fortunately these changes
were made prior to freshmen orientation.
Beginning.
I have personally been participating in every single
freshman orientation, transfer orientation,
and student group orientation, athlete orientation,
meeting with every team individually to explain to changes
not only in our Karenboard,
but also other policies in our efforts to prevent
sexual violence on this campus.
I've actually reached personally close to 3,000 students.
So we're out there, we've developed a new website to get this message out.
We've just launched an awareness and prevention campaign, so we're working on that.
And it's one of my primary goals.
This is what we're talking about, because we essentially have a job to improve this.
But I think our separate job is to ensure that the project is being implemented correctly
and adequately and all that.
That's what I'm getting at.
And I think I brought this up the last time I've known this, remember?
And we just want to make sure, because this is the only area that I get a little concerned about, especially as to what our responsibility is.
Sure.
I think the truth is, there's a question you have to get into.
So you also have to be used to have two.
They have to be one.
They have to be done.
Everybody is involved with this because of their communicating and back-and-forth decision.
They have to make sure that they're involved.
They're with the campaign.
That's what I was saying.
That's what I was saying.
That I can't be the iTunes I agree with.
I'm not going to be the one who pays this, but I'm not going to be the one who pays this.
You might be able to get exactly what I was saying.
My son is both at the Drexel and now he's going to the University of Colorado.
They are required to set a few, a very specific orientation on this topic.
And then they have to physically say, I did it.
I understand it.
I have to acknowledge it.
So that somehow there is a transfer of the obligation that we have done what we were supposed to do.
It's possible.
I'm not telling you how to do your job.
I'm just suggesting that there is some way that the student can actually acknowledge that they have received.
That's really the only area that I think we care about.
When I say care, I mean that we can have an impact on the rest of it.
It's the way it is.
We are looking into purchasing online training platforms that adjust these issues.
We're trying to find the ones that the students can't cheat through.
So we're meeting with outside vendors.
And at the conclusion of those trainings, they were thinking about making the mandatory.
So when your student card gets effective, before you return for the academic year,
you'd have to go through the training process and you would have to check off that you've done it.
So we are actually putting a question in collaboration with academic affairs and student affairs for funding for that.
And we're very close to having the vendors start to go through the process to get approval through the state.
I think it's fair to say that we would support that.
That's the one area that we would definitely give our views on.
How are the other schools, especially now at the University of the University,
are they addressing this kind of like John saying or saying anything else out front?
I think the private schools, this is very new to them.
The state schools and student schools have been dealing with these policies since December and last year.
Almost the exact same set of policies or requirements.
So there's a lot of kind of French excripling, a lot of calls from the private schools.
How do we do this? How do we handle this?
I will say that I think the Albany is way out in front of this issue.
We're the only school within the Albany Center for Sexual Violence focused only on responding to sexual violence.
As of yesterday, we are now two of 64 student universities that have a full time title line reporting to the president prior to getting a misjustice.
So I think our response and our planning is for our seats, what some of the other schools are doing.
And I think we can see that in the fact that I'm getting a lot of calls from schools saying how are you doing it?
And we have your materials. How are you getting your message out?
So I see it's kind of as a leader in this issue.
Is that into your question?
No, that's okay.
The first one is just taking a leave to speak off.
We want these kids as everyone in this room does.
I'll speak for everyone.
It's hard not being a kid as it is going to school.
And I have added another issue that maybe earthly drafted, maybe not.
It's still a fact that they're going to have to deal with it.
And more information they get from whatever source airplane throwing is held out.
They're going to have to make it up in the cancer center or an essay or whatever.
During that today, actually, I think there's a way to...
The consequences of the...
In filtering.
I don't know what will be to understand.
It follows the changes that students tired of.
Yes.
They need to understand.
Our actions have to be to reach their goal.
That is where preferences and in-person training.
But we are utilizing understanding that we have a student body of 17,000
and a staff of three or four thousand.
We understand we can't reach everybody face to face, but we're doing our best
to reach as many people face to face and supplementing where we can't reach face to face
with other types of materials, trainings, events, and all that.
And the thought just is, you know, like this conditioning in the essay groups.
We're just even finding them to do it.
Before they get to check, hey, you guys have to do a different type of training.
I mean, I don't know.
I'm just being creative.
Part of the legislation requires that in order for us to be able to do this,
that in order for our student group to be recognized, to receive funds, to be chartered on our campus,
that they go through a training.
One-on-one, the staff of some training, follows this topic.
And not only the policies and the code, but also what they can do to prevent sexual violence before it happens.
So we've developed a curriculum that other schools are now kind of taking from us to do that,
and then the same goes for athletes.
Student athletes cannot participate in their athletic program, a solid pedal person,
in-person training with somebody on this topic.
So that's a major life movement called the Insurgent Nightingale Downing,
as well as the board of government perspective.
I think it will help a little bit.
Maybe our next meeting, which is just a little bit more than that.
We're having just a communication aspect.
This is how we see each other.
We can say, as a board, that we have...
We can do it on what we should do.
Which, right?
This is a lot of nice work.
That's what that is.
If Michael, that's really the only due diligence that I think we need to do.
But everything else is performance, so we have no...
And I just want to say, my comments weren't to say that we were failing at doing this.
It's just that it's inherently difficult to communicate this to students, especially students who are already here,
who we went through...
I went through an orientation that says, no means no.
And that's the complete opposite of how I'm going to teach it now.
To your point, this is taking students that are currently on board since the time they were 12,
operated under a completely set of rules.
And it needs to be clear that there's no one less than yes.
The rules just change.
There has to be that very clear communication.
I don't want them to be related with one, too.
I guess that one sort of caution and then a question and the caution has to do it.
It sounds good to offer more training in all of these things, but it is such a serious issue
that we really need to be really careful about how we implement those trainings.
I know the training we're referring to for student groups and student groups had six days notice
and we're told that their funding would be wiped if they didn't show up.
And a lot of the groups didn't even have new executive boards yet.
So a lot of people ended up just throwing whoever could go to the training there.
And we don't want people just arriving at these trainings.
So I have to do this for my student group.
I understand attaching it to the money, but we have to be...
We have to make sure that the students are taking it seriously.
And so that was a huge problem in the Graduate Student Association.
Most of our groups don't elect new boards, it's a little fall.
So they said, how can we do this at all?
Are we all going to lose our funding?
So that was, I think, just very poorly executed from the perspective of the Graduate Student Association.
Just in terms of the messaging and understanding actually the way students work.
I think that I think most student association groups have their boards by that time.
But so that was more of just a caution, I think, for the whole board,
as we think about being more aggressive in communicating these things, but understanding that.
It's so serious. It's not just about hitting people with the message.
It's about making sure they receive it.
So that's my caution. Then my question is, I'm a graduate student five years ago.
So I don't remember if I got some sort of message about community standards
in the student code of conduct. I don't know that graduate students are people in the code of conduct.
I know we don't have an orientation, despite the fact that the Graduate Student Association is an axiomary orientation.
We apparently have some sort of online thing on my identity just down.
Have the five years being here.
So my question is, is it consistent the way that we message the graduate students and under-register students?
My understanding is, yeah, it's all so long as it is.
And I think going back to the training, that you just wrote on I agree with you.
And because of that, it was too early for training, and so now we're making this smaller.
But we are in a situation where we're having all of these laws kind of replaced and policies very quickly.
It's changing, it's changing, it's changing, and what we're trying to do is being compliant with it, but you're absolutely right.
It's more important that the message gets across, but that's causing a panic.
I'm saying, I'm just not very afraid of the police besides the word I've been saying.
I think that that student, we're student leaders, who are things that can be extremely helpful to you this morning.
I think that if there's some things that are extremely serious, and some things you can do, whatever this is critical,
I think that they should have them to step up and take care of it.
I think we reflected it in a minute.
Oh, I've got it.
What we were looking for.
All right, so that was the consensus of the book.
Okay.
Okay, I have a, you know, anything that stands between you and a Sunday Friday afternoon or a couple of counsel resolutions.
Our first resolution is for Brian.
Or it's Dale.
Brian is not here.
He started a new job yesterday, so he sends us apologies, but it was successful.
We're mail it to a great extent.
And I was looked for a motion that was all that in recognition of services as the graduate student representative.
The council of stressors are gratitude for this act of participation in leadership and the further result that the council extends our best wishes to him in all of his future endeavors.
Sir, motion.
Motion's taken.
Thank you.
All in favor.
Hi.
Professor Cindy O'Connor.
Whereas you have served as the faculty representative for the University of Council for 2015 academic year.
And where in that position you have effectively represented the instructional facility for faculty and professionals in the University of Albany.
That's facilitating the work of the council, including our statutory responsibility, the Section of the Book of the Sixth and the New York Education Law.
And where as you have awkward and important insight in council to the University council.
And in broad range of issues brought before the body for consideration and action.
And where as you were under its circumstances, I am in a professional and responsible manner.
Now, you've resolved that in recognition of your services as the faculty representative.
The council of stressors are gratitude for your active participation in leadership and the further result that the council has been.
And our best wishes to you as you assume your duties as the chair of the University of Sanct 2015 and 2016 academic year.
Motion may approve unanimously.
Yes.
Thank you very much.
Nick Butler.
I'll do a motion to skip the reading.
I appreciate it.
Let's see if it's all the time.
Some of them.
And do we at least read the resolution?
We're told that the admission of your service as the elected student number, the council of stressors are gratitude for your active participation in leadership.
And be a further result that the council extend our good wishes to you as you continue your studies at the University of Sanct 2015.
Thank you.
Thank you.
Thank you.
Thank you.
This one you're stuck with.
Okay.
This is for our retired on again, off again.
But it's where as you have served effectively and efficiently as the secretary to the University council sent your retirement.
Where is in that position you were invaluable in assisting the council like meeting our statutory responsibilities under Section 356.
Where as you provided a direct channel of communication for the members of the council through your position.
And where as you have served the University and leadership roles including achieving human resources off the surface for 20 years.
And as vice president of the finance and business through your retirement.
Where as you have also served the suing system as director of employee relations and personal services.
Where as you have performed these assignment in exemplary manner with tact and confidentiality.
And where as your wise council or loyalty to the University work ethic and collegial way to adhere to your colleagues.
And therefore resolve that in recognition of his services as secretary the council expresses our gratitude for your dedication and notable accomplishment of human duties.
And further resolve that the council extend our appreciation and wishes as you step down as secretary to the University council.
No, so why did that stuff is debatable?
Yes.
May one discuss the issue.
You drafted that.
This was not again.
Wait, what? I'll write that.
I'll make the motion.
But if you all want to amend motion motion motion.
I'll just read it.
It's right.
Well, thank you so much.
Thank you.
Thank you.
Seconded and approved unanimously.
Thank you for everything you've done for the University.
Up to this point, but you're not done, Dad, because the hooks are still hidden.
So you can't hide.
This has been one of the most gratifying assignments I've had.
So it's been my pleasure to be closely involved with you since I took that voice presidency job on and then succeeded so all is as secretary.
So it's been my privilege to really ask.
Thank you.
It's great.
Thanks.
And to make sure that we have someone to continue to fill this very vital role this team has been filling for the last several months.
We've had JD height on my office.
He was dealing with the office.
He was taking all of this responsibility.
So I wanted to make sure he had a chance to meet JD.
He's already been working with Steve over the last several months.
It is part of his transit.
He knows to be just a kid.
I was going to say, yeah, I mean, I'm so old.
It's just a kid.
I'm so excited.
So we got that role.
Yeah, so old was I think.
You're ready to get in here?
Anyone wants to bring from the bottom?
One point of order.
I learned Robert learned this week that for the September meeting, which is scheduled to start on the 25th at 2 o'clock, he has been called to a president's meeting downtown, but he can make it by 3.
So my suggestion is that.
Actually, it's not downtown.
It's in Saratoga.
Oh, okay.
Can you make it by 3?
I'm going to have to leave early to be here.
But so we could move at 3 o'clock and allow me to get back rather than trying to find a different day.
That would be much easier for my explanation.
That would be much easier for my explanation.
Okay.
Okay.
Thank you.
Any other business?
I'm not a motion to adjourn.
So move.
Thanks, everybody.
Through the rest of your song.
Thanks, Steve.
Thank you.
3, 1, here is early down.