In preparation for the second five-year period of implementation of the ambitious 10-year Strategic Plan developed by the Stevens community in 2011-12, President Farvardin initiated a process to review and update the University’s plan to achieve its stated goal to become a premier, student-centric, technological research university. The process provided the opportunity to revise certain aspects of the plan, in light of accomplishments achieved, challenges realized, and new circumstances and conditions, while adhering to the strategic priorities identified in the 2012 document. These strategic priorities remain unchanged:
Excellence in All We Do
Through Collaboration, Impact
Technology at Our Core
Strengthened Reputation, Increased Prestige
The 2012 plan was an enormous, grassroots effort that involved more than 500 members of the extended Stevens community—faculty, staff, alumni, students, and friends—which created consensus on a very ambitious set of goals for the next decade. It should be acknowledged that the original Strategic Plan has served the University extremely well, guiding the very significant progress across many important metrics necessary to advance Stevens to the next tier of excellence. This progress has resulted in the University’s 17-point ascent in U.S. News & World Report’s Best Colleges ranking, resulting in Stevens achieving the status of third-fastest rising university in the nation.
This midpoint update process, undertaken in the spring of 2017, created an opportunity to apply lessons learned and engage newer members of the Stevens community in the process of reviewing and, in some cases, revising and redefining goals and targets.
From January through May 2017, a process to solicit input from the Stevens community on the revised Strategic Plan was implemented. President Farvardin appointed a Steering Committee, chaired by the Provost and with representation from the faculty, the Faculty Senate, staff and students. Outreach meetings, emails, and an online tool were used to solicit input from all members of the community, including alumni and students. A leadership retreat, comprised of the Cabinet, the Academic Council, the Chair of the Faculty Senate, and the Steering Committee, was held to review and synthesize input received and to develop a consensus draft. The Steering Committee continued to meet to evaluate and integrate input from various constituencies and contributors. The Faculty Senate held two public forums to discuss the targets and offer input. And, as of June 19, 2017, the Board of Trustees, the Faculty Senate, and the Executive Committee of the Stevens Alumni Association have endorsed the updated Strategic Plan, with the expectation that an implementation and resource plan will be developed during Summer and Fall 2017 by the administration, in partnership with the faculty and the academic leadership.
While holding true to the vision, mission and ambitious goals set forth in the original Strategic Plan, this updated version of the Strategic Plan, The Future. Ours to Create. 2017-2022, adjusts certain goals based on progress to date and changed conditions; makes more explicit certain assumptions regarding implementation and resource allocation; and emphasizes certain key values that underpin effective and transparent University governance.
Importantly, a prospective growth model, accounting for proportionate growth in faculty, Ph.D. student growth, administrative support, and space—elements necessary to achieve the ambitious goals presented in this plan—has been shared with the Faculty Senate, the Strategic Plan Review Steering Committee, and the Cabinet. These bodies have provided input on the assumptions and the revised targets.
This Plan places renewed emphasis on several essential themes that will be the underpinnings of its successful implementation:
Enrollment growth at the undergraduate level and modest growth at the graduate level
Concomitant increase in full-time, high-quality faculty
Growth in research expenditures and Ph.D. student growth
Implementation of a resource allocation philosophy that aligns budgets with priorities and level of activity at the local level; empowers units with financial authority and accountability; and provides incentives for reasoned, high-quality growth
Development of a support infrastructure for the research and graduate studies enterprises, with resources, incentives, rewards, and accountability
Increased goals for improved diversity among the student body and the faculty
Implementation of the Strategic Plan will proceed in close partnership between the administrative, academic, and faculty leadership of Stevens. Annual implementation plans will be developed and openly discussed to ensure close coordination among all key stakeholders.
As a synthesis of inputs and discussions among students, faculty, administration, and alumni, this 2017-2022 Strategic Plan positions Stevens to continue to improve in all areas—student profile, faculty excellence, research impact, as well as physical and IT infrastructure, and financial stability. With this ambitious plan in place, with appropriate and judicious resource allocation, and with continued dedication of the entire Stevens community, the University aims to ascend to the top tier of nationally-ranked technological research universities in the U.S.