Internal Bridges

A new and experienced Vice President for Human Resources was appointed. The implementation of new of state-of-the-art information technology systems is in progress, including Workday Student, an identity management and two-factor authentication system, and robust cyber protections. The university’s financial health significantly improved over FY16. A proposal to rezone the campus has been submitted to the City of Hoboken, and a variety of campus projects have been completed, including the North Building, or are underway, including the Gianforte Family Academic Center (opening Fall 2019) and the Babbio Garage Extension (opening January 2018).  A new University Center/Student Residence Hall is in the design phase, and renovations are being planned for Alexander House renovation and Pond House. Numerous sustainability initiatives are also underway.


Goal I1 (Merged with C6)

A review methodology will be established to assess all undergraduate and graduate programs. Annually: assess program alignment with Stevens' strategic and fiscal plans. Every five years: assess program currency and relevancy to our students and possible employers.


See update for Goal C6.

Goal I2

A business and operational enhancement initiative will be established at Stevens.


An experienced, new Vice President for Human Resources was hired; one of his initial areas of focus has been to review and evaluate the Workday HCM System to identify ways to maximize its useful capacity for the entire campus community.  This goal has been modified in the Revised Strategic Plan for 2017-2022, and a new process to evaluate the efficiency and effectiveness of administrative units is being developed in FY18. This process will include obtaining benchmark data and arranging independent program reviews conducted by practitioners from best-in-class institutions.  A multi-year schedule and timeline for these reviews is currently being developed.

Goal I3

We will have an information technology enterprise that is an enabler for our research and educational missions, including the deployment of a Virtualized Learning Environment to support students’ access to powerful and specialized engineering applications from their own computers and mobile devices, support of academic online and digital learning initiatives, and the modernization of the University’s Data Center, to support enhanced information systems and network infrastructure in academics, administrative operations, and research.


The Virtual Learning Environment (VLE) has been completely rebuilt, incorporating numerous improvements including an entirely new cloud data storage system for students.

The Stevens Data Center continues to perform well, and a project is underway to allow Davidson Labs to share the supercomputer with other researchers at Stevens.  

Stevens is also moving forward to become a fully resilient institution, which would allow the University to conduct operations virtually in the case of an emergency or disaster that would prevent access to campus.  In only five years, Stevens has moved from a situation with no business continuity capabilities at the time of Superstorm Sandy to become one of the first resilient universities in the nation.

Currently, over 90 percent of faculty utilize the Canvas learning management system in their courses, and 100 percent of students utilize it during their academic careers at Stevens.  This year, the Division of Information Technology began the implementation of Kaltura, a very capable and robust video suite of products to support teaching and learning.  In addition, in a collaborative effort with the Division of Facilities and Campus Operations, a project to make all of Stevens’ classrooms fully technology-enabled, was completed.

Goal I3-A

Consistent with Stevens’ historical leadership as a pioneer in use of information technology in instruction, Stevens will identify, deploy and implement state-of-the-art IT systems to increase effectiveness and efficiency for administrative functions across the University, in financial systems, alumni and development, communications and marketing, human resources, admissions, student information/student services, facilities management, and other areas of university operations.


The Stevens Workday Student project is now in full progress, and a team from five divisions is working to complete the configuration and loading of the system, including the loading of legacy data from the current SIS system.  Testing of the system is underway, and progress is consistent with the current timeline for deployment of Workday Student in AY18-19.  Workday Student is a highly innovative development effort involving Workday and only nine institutions, in which Stevens is playing a leading role.  In addition, significantly more robust systems including Workday HCM/Payroll are proving more cost effective than legacy systems and simultaneously enable greater capabilities and productivity.  

The implementation of Stevens’ new identity management, and two factor authentication systems is underway and Phase 1 is scheduled for completion in Fall 2018.  This initiative will significantly increase security for users as well as for the University.  Stevens has also substantially increased other cyber protections over the past year, including implementation of the newest Palo Alto security platform and additional software within this suite of products.  The Division of Information Technology has hired a new Chief Information Security Officer, completed a Cyber Incident Response Protocol (CIRP) based on the National Institute of Standards and Technology (NIST) standard, and is moving to update and implement a range of new policies and procedures to further reduce Stevens’ risk.   

Goal I4 

Stevens’ finances will improve to the point that the university will have sufficient liquidity to weather short-term adverse financial conditions, from a baseline of 0.2 in 2012 to a target of 1.0 by 2022.


The liquidity index measures whether the university has sufficient cash and liquid assets to cover a portion of its annual total operating expenses. A threshold value of 1.0 indicates that the university could cover approximately three months of its annual operating expenses. The historical June 30th balances for this metric are:

2012: 0.20
2013: 0.36 
2014: 0.55 
2015: 0.83
2016: 0.91
2017: 1.17

Additional indices related to the university's financial health follow:

The net operating revenue ratio indicates whether the university is living within its means. Two percent is considered a reasonable amount to achieve on an annual basis. The historical June 30th balances for this metric are:

2012: 0.93%
2013: 2.00% 
2014: 4.98% 
2015: 5.04%
2016: 4.77%
2017: 9.57%

The return on net assets percentage indicates if the university is financially better off than the previous year. Four percent is considered a reasonable amount to achieve on an annual basis. The historical June 30th balances for this metric are:

2012: 1.54%
2013: 18.72% 
2014: 15.10% 
2015: 8.82%
2016: 1.83%
2017: 18.85%

The viability ratio measures the availability of the university's expendable net assets to cover its long-term debt. The threshold value is to have 2.0 times its debt in its expendable net assets. The historical June 30th balances for this metric are:

2012: 0.63
2013: 0.80
2014: 1.00
2015: 1.07
2016: 0.99
2017: 0.72

The primary reserve ratio measures whether the university has sufficient expendable net assets to cover a portion of its annual total operating expense. The threshold value is to be able to cover 0.4 of its annual total operating expense with existing expendable net assets. The historical June 30th balances for this metric are:

2012: 0.28
2013: 0.34
2014: 0.39
2015: 0.36
2016: 0.34
2017: 0.44

The composite financial index is a weighted calculation of the first four metrics into a single measure of overall financial health. A threshold value of 3.0 is to be considered as the minimal acceptable financial health. The historical June 30th balances for this metric are:

2012: 1.55
2013: 3.71
2014: 4.10
2015: 3.45
2016: 2.60
2017: 4.65

CFI Graph

Goal I5

Stevens will construct a university center that will function as the heart of the university and a hub of student, faculty, staff and visitor interactions.


A comprehensive proposal to rezone the campus to allow for the construction of the University Center and new student residence halls was submitted to the City of Hoboken in January 2017; the timeline for completion of the rezoning process is late 2018. Based on this anticipated schedule, construction is expected to begin in Summer 2019 for planned occupancy in Fall 2021.

Design work is underway for the University Center/Student Housing project.

Goal I5-A

A Campus Master Plan, identifying the long-term vision to accommodate Stevens’ growth initiatives described in the Strategic Plan, will be developed and enacted. The Master Plan will address instructional and research space needs, student life and athletic needs, student housing, and associated administrative space needs related to a 60 percent and 30 percent growth in our undergraduate and graduate student populations, respectively, along with growth of faculty, research, and student services. Initial priorities are an Academic Gateway Complex creating a new south entrance to the campus, state-of-the-art laboratories, smart classrooms, conference rooms, collaboration space, and a visually stunning and welcoming pedestrian plaza, as well as a University Center that will function as the hub of student, faculty, staff, and visitor interactions.


A campus development plan to accommodate anticipated growth resulting from the 10-year Strategic Plan has been completed.  This plan includes all development projects—those already completed, in progress, or planned—through 2026 to support the strategic growth initiative. 

Goal I5-B

The physical infrastructure of Stevens, inclusive of all new and existing academic, student-oriented, and administrative buildings, as well as the campus environment, waterfront properties and green space, will symbolize excellence commensurate with a premier, student-centric, technological research university in one of the world’s most desirable locations.


Much progress has occurred in the areas of new construction and renovations, aesthetic improvements, sustainability initiatives and technological upgrades.  The North Building opened in 2017, and the Babbio Garage Extension project is underway and scheduled to be completed in January 2018.  Construction of the Gianforte Family Academic Center has begun, with a scheduled completion by Fall 2019.  Nearly 100% of classrooms have been renovated, including installation of state-of-the-art technology systems.  Elevators in academic buildings have been upgraded and renovations of building lobbies, including in the McLean building, have been completed.  Several green infrastructure projects, including at the North Building and on Hudson Street, have been completed or are underway.  A landscape architect has been selected and has created a master plan and planting palette for the campus.  A signage and wayfinding partner has also been selected to design a plan for the campus. 

The University Center/Student Housing project has completed Design Development and is on track for a Summer 2019 start of construction and Summer 2021 occupancy. 

Space optimization efforts continue.  The Divisions of Finance and Communications and Marketing have been moved out of the Howe Center, making room to relocate the Office of the Provost and Undergraduate Academics in the building.  This created space in the Edwin A. Stevens building for Fall 2018 faculty hires.  Once Alexander House and Pond House are completed, Student Services, Counseling, and Disability Services will move to these buildings and more space will be made available in the Howe Center.

Goal I5-C

Stevens will be a model of sustainability, through innovative energy initiatives, policies and programs to promote use of biodegradable materials and recycling, and smart transportation initiatives to reduce use of cars.


The Sustainability Committee, comprised of more than 20 participants from senior-level faculty and administrators to students, guides campus sustainability efforts. All construction projects are fitted with high-efficiency LED lighting, as well as occupancy and vacancy sensors. The sub-metering project has been expanded and 33 buildings are now metered.  Work is in progress on the building management system to accurately record and report electric usage in these buildings. 

In Year 5, Stevens entered the Recyclemania competition in which 245 schools throughout the nation and seven in New Jersey competed.  In the Per Capita Classic, Stevens finished 8th in the nation and 1st in New Jersey, indicating that recycling is a consistent daily practice on campus.

The Physical Plant Department obtained its first all-electric vehicle with at least one more in the process of being procured.  Seven electric vehicle charging stations are being ordered with installation expected by the end of January 2018.

A Traffic Demand Management (TDM) plan is in development, which is designed to encourage use of public transportation, ride sharing and carpooling, and use of cycling to get to campus.  All provisions of the TDM plan are to help reduce the number of single occupancy vehicles driving to and parking on campus.  

Storm water management is a focus for projects whenever possible.  The North Building has three green infrastructure features, the ABS Engineering Complex has a bioswale, and a new Hudson Street raingarden project is in progress.  The Babbio Garage Extension project will have a green roof.  Each storm water management project is fitted with monitoring equipment for research and teaching purposes.  The Division of Facilities and Campus Operations is working with a senior design team on the 2017 U.S. Environmental Protection Agency RainWorks Challenge competition. 

Some of the prior year data has been restated as a result of a clarification in the calculation methodology, based on prior discussions with Mr. Ronald Salluzzo, Chair of Board Audit Committee.