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Report to the SUNY Board of Trustees on the Potential Merger of the SUNY Institute of Technology and the SUNY College of Nanoscale Science and Engineering Prepared by the Chairs of the UAlbany/CNSE/IT Transition Implementation Teams March 18, 2014

SUNY IT and CNSE Merger Report Final (2)

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Dr. Zimpher's report on CNSE merger with IT

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  • Report to the SUNY Board of Trustees on the Potential Merger of the SUNY Institute of Technology and the

    SUNY College of Nanoscale Science and Engineering

    Prepared by the Chairs of the UAlbany/CNSE/IT Transition Implementation Teams March 18, 2014

  • Report on the Potential Merger of SUNYIT and the SUNY CNSE 2

  • Report on the Potential Merger of SUNYIT and the SUNY CNSE 3

    Report to the SUNY Board of Trustees on the Potential Merger of the SUNY Institute of Technology

    and the SUNY College of Nanoscale Science and Engineering1

    Table of Contents

    I. Introduction 5

    II. Transition Implementation Process 6 A. Academics B. Financial and Capital C. External Affairs D. Research/Innovation/Mission

    III. CNSE-SUNYIT Merger 8

    A. Rationale and Benefits B. Vision and Mission C. Consultation and Governance Structure D. Leadership and Administration E. Academic Structure

    IV. The Future of UAlbany 16

    A. Strategic Priorities and Academic Strengths B. CNSE Collaboration C. Center of Excellence Designation

    V. Next Steps 18

    Appendices

    A. SUNY Board of Trustees Resolution No. 2004-41 19 B. SUNY Board of Trustees Resolution No. 2008-165 39 C. SUNY Board of Trustees Resolution No. 2013-52 46 D. SUNYIT College Council Endorsement of Merger with CNSE 51

    1Thanks to the representatives of UAlbany, CNSE & SUNYIT for their help and expertise in this process. Special thanks to Jessica

  • Report on the Potential Merger of SUNYIT and the SUNY CNSE 4

    UAlbany/CNSE/IT Implementation Teams Convener: Jim Malatras, Vice Chancellor for Policy and Chief of Staff Legal: Sandra Casey, Senior System Counsel Steering Committee: Nancy L. Zimpher, Chancellor, The State University of New York Alain E. Kaloyeros, Senior Vice President and CEO, College of Nanoscale Science and Engineering Robert J. Jones, President, University at Albany Implementation Teams Academics Elizabeth L. Bringsjord, Interim Provost and Vice Chancellor Robert E. Geer, SUNYIT Acting President Susan D. Phillips, UAlbany Provost and Vice President for Academic Affairs Financial and Capital Josh Sager, University Budget Director Jeff McGrath, University Controller Scott Bateman, CNSE Associate Vice President for Finance Kim Bessette, UAlbany Associate Vice President for Management & Budget Kevin C. Wilcox, UAlbany Associate Vice President & Controller External Stacey Hengsterman, Associate Vice Chancellor for Government Relations David Doyle, Director of Communications Research/Innovation/Mission Timothy Killeen, Vice Chancellor for Research & President of the Research Foundation Michael Liehr, CNSE Vice President for Research James A. Dias, UAlbany Vice President for Research

  • Report on the Potential Merger of SUNYIT and the SUNY CNSE 5

    I. Introduction The College of Nanoscale Science and Engineering (CNSE) was created in April of 2004 by a resolution of the SUNY Board of Trustees.2 The resolution authorized the University at Albany (UAlbany) President and CNSE Vice President to jointly develop the autonomous administrative, programmatic, and budgetary structure necessary to enable the successful development and implementation of the CNSE vision and mission as a strategic education, research and development, and economic outreach engine for the State of New York. In November of 2008, the Trustees granted full administrative, academic, and fiscal authority over CNSEs internal management and operations and those pertaining to its state-wide educational, research, and economic outreach mission to the CNSE Senior Vice President and Chief Executive Officer.3 In early 2013, Chancellor Nancy L. Zimpher charged a working group with reviewing the relationship between SUNY, UAlbany, and CNSE. The group consisted of leadership from the SUNY Research Foundation, the SUNY Board of Trustees, UAlbany, CNSE, and the Governors Office. The working group concluded that in order for CNSE to continue to thrive and grow, a new governance structure within the SUNY system was needed.4 As a result, CNSE would be positioned to better support and partner with campuses throughout the SUNY system, as well as accelerate New Yorks economic revitalization.

    In response to the working groups report, on July 16, 2013, the SUNY Board of Trustees voted to create a new entity to focus on expanding the strengths of the College of Nanoscale Science and Engineering, resolving that:

    the Board of Trustees fully endorses the Chancellor taking immediate steps to implement the separation of CNSE and UAlbany, and to identify and assist in the implementation of the actions required to establish a new degree-granting structure that shall include CNSE, at which time the separation will commence, and be subject to oversight and governance by the Board of Trustees by the commencement of the 2014-15 academic year.5

    As a result of the Boards resolution, Chancellor Zimpher convened a Steering Committee with the chief executives of UAlbany and CNSE and charged Implementation Teams in four areas with developing action plans to realize the creation of a new entity: academics, financial and capital, external affairs, and research/innovation/mission. These teams, consisting of leadership from SUNY System Administration, UAlbany, and CNSE, have met consistently over the past six months to work towards a new future for CNSE while developing strategies to preserve the core interests of both institutions.

    As reported by Jim Malatras, Vice Chancellor for Policy and Chief of Staff, to the Board of Trustees at the November 2013 meeting, the implementation teams focused on two viable options for the future of CNSE: it would become a standalone entity or it would align with an existing SUNY institution. The Steering Committee and Implementation Teams considered both scenarios closely, and offer a final recommendation that CNSE merge with the SUNY Institute of Technology (SUNYIT) to create a new degree granting institution, the State University of New York Institute of Nanoscale Science, Engineering and Technology (SUNY INSET).

    2 SUNY Board of Trustees Resolution No. 2004-41, adopted on April 20, 2004. See Appendix A for full text. 3 SUNY Board of Trustees Resolution No. 2008-165, adopted on November 18, 2008. See Appendix B for full text. 4 CNSE Working Group: The SUNY College of Nanoscale Science and Engineering (SUNY CNSE). A Vibrant Engine for Innovation, Education, Entrepreneurship, and Economic Vitality for the State of New York. Delivered to the Board of Trustees on July 16, 2013. The report concluded that the separation of CNSE would be an historic step, consistent with and reaffirming of the evolution of CNSE over the past decade. 5 SUNY Board of Trustees Resolution No. 2013-52, adopted on July 16, 2013. See Appendix C for full text.

  • Report on the Potential Merger of SUNYIT and the SUNY CNSE 6

    II. Transition Implementation Process The transition implementation process was spearheaded by senior staff from SUNY System Administration who chaired the implementation teams. The chairs met regularly with Vice Chancellor Jim Malatras to resolve issues that were beyond the scope of any one teams work and ensure that discussions were progressing in a timely fashion. Moreover, the Steering Committee led by Chancellor Zimpher was convened in cases where issues could not be resolved at the staff level.

    Each transition team had a specific mission, which it carried out through a series of collaborative meetings and regular communication. Teams met at least once a month and remained in constant contact, including phone calls among leaders and stakeholders at each institution. The teams members, functions, and work are provided below.

    The Chairs of each team are as follows: Academics: Elizabeth L. Bringsjord, Interim Provost and Vice Chancellor Financial and Capital: Josh Sager, University Budget Director External Affairs: Stacey Hengsterman, Associate Vice Chancellor for Government Relations Research/Innovation/Mission: Tim Killeen, Vice Chancellor for Research & President of the RF A. Academics Elizabeth L. Bringsjord, Interim Provost and Vice Chancellor Robert E. Geer, SUNYIT Acting President Susan D. Phillips, UAlbany Provost and Vice President for Academic Affairs The Academics Implementation Team was charged with exploring the evolution of academic programs following the development of a re-envisioned relationship between UAlbany and CNSE. This work included an explicit focus on assessing the current academic degree and certificate program structure; exploring the use of academic labs, facilities, and resources; and developing a direction that affords diverse opportunities for students and faculty. In addition to consulting with faculty and staff from both UAlbany and SUNYIT, the team worked with representatives from external bodies such as the Middle States Commission on Higher Education, New York State Education Department (NYSED), and other relevant accrediting bodies to determine the implications of various options. As transfer of CNSE to SUNYIT emerged as the most viable option, the Academics Implementation Team facilitated discussions regarding an evolved degree-granting structure. The team also ensured that appropriate governance consultation ensued and that SUNY, Middle States, NYSED, and other professional accreditation protocols were being followed. Importantly, the team worked to guarantee that the proposed merged entity would have a differentiated mission and programs that are distinct from UAlbanys so as to prevent competition and promote cross-campus collaboration. Throughout the process, the team worked closely with representatives from both UAlbany and CNSE to ensure that students at UAlbany can continue to benefit from an ongoing collaboration with CNSE and to establish clear degree-granting protocol for current and future CNSE students, with particular attention given to current students who are matriculates of UAlbany and pursuing academic programs within CNSE. The committee also provided guidance to the Financial and Capital team in determining the costs of general education instruction and use of academic facilities, including libraries.

  • Report on the Potential Merger of SUNYIT and the SUNY CNSE 7

    B. Financial and Capital Josh Sager, University Budget Director Jeff McGrath, University Controller Scott Bateman, CNSE Associate Vice President for Finance Kim Bessette, UAlbany Associate Vice President for Management & Budget Kevin C. Wilcox, UAlbany Associate Vice President & Controller The Financial and Capital Implementation Team was tasked with identifying how to properly compensate UAlbany for the student services and amenities that it would provide for CNSE with a strong focus on efficiencies and shared services. Throughout its work, the team aimed to uphold SUNYs commitment to pursuing a new structure for UAlbany and CNSE at no additional cost to taxpayers or students. The team met regularly since November and discussed various aspects of the eventual financial arrangement that must exist so that both UAlbany and CNSE can continue to operate in an efficient manner that delivers a high-quality educational experience to current and future students. As the future of CNSE has become clear, conversations began to focus on specific services that CNSE expressed interest in purchasing from UAlbany, which included general education instruction, housing, food/meal plan services, athletic/recreation facilities use, and health/wellness center access and services. Transportation and parking services were also offered by UAlbany in the interest of student safety and access. To date, all financial issues have not been completely resolved, however great progress has been made and several components have been agreed upon. Due to the multitude of operational issues that will result from any viable financial memorandum of understanding (MOU), it is the general consensus of the Finance and Capital team that a separate group of campus experts from both UAlbany and CNSE must be convened in order to approach such issues as use of utilities and other logistic issues, and to ensure that they are resolved efficiently. It is expected that such a team must continue into existence far past the initial transition of CNSE. C. External Affairs Stacey Hengsterman, Associate Vice Chancellor for Government Relations David Doyle, Director of Communications The External Affairs committee was tasked with coordinating messaging and communication with all outside constituencies including media and government. It also helped to compile periodic reports and briefings for the Board of Trustees and proactively engage with alumni, donors, and student and faculty organizations. On November 15, 2013, the External Affairs team prepared a presentation for the Board of Trustees reflecting the status of the separation of CNSE from UAlbany. Throughout its work, the team has responded to inquiries from elected officials (including several briefings with members of the state legislature) and the press regarding the transition process and timeline. It has worked closely with campus and community stakeholders to make sure that all concerns are being heard and that the separation remains a transparent process.

  • Report on the Potential Merger of SUNYIT and the SUNY CNSE 8

    D. Research/Innovation/Mission Timothy Killeen, Vice Chancellor for Research & President of the Research Foundation Michael Liehr, CNSE Vice President for Research James A. Dias, UAlbany Vice President for Research The Research/Innovation/Mission committee worked to clearly define the substantial benefits UAlbany and CNSE stand to gain in areas of research of innovation as being two distinct entities. These include advantages in the pursuit of federal research dollars and entrepreneurial opportunities under START-UP NY. It also was tasked with ensuring that both institutions missions and programs remain complimentary and not competitive, while identifying possible collaborations with each other and other SUNY campuses. Importantly, this committee focused on UAlbanys future in the absence of its Center of Excellence. The team discussed UAlbanys other substantial academic and research strengths and worked to determine a plan for strategically redefining the Universitys vision for innovation moving forward.

    III. CNSE-SUNYIT Merger

    Staff examined several models for forging a new future for CNSE and weighed the option of CNSE as a stand-alone entity against merging CNSE with another campus. Partnering with SUNYIT given its mission, program offerings, proximity, and extant partnerships with CNSE provided the greatest opportunity to maximize the academic strength of both institutions. As the polytechnic hub of the SUNY system, SUNYIT complements the research excellence of CNSE to create a natural synergy. Rather than CNSE continuing as a stand-alone entity, SUNYIT provides a home to support its academic mission and leverage CNSEs expertise and significant impact across New York State. The establishment of the SUNY Institute of Nanoscale Science, Engineering and Technology (INSET) combines two complementary institutions into one vibrant scholarly enterprise with an expanded mission, broader degree offerings, and unparalleled opportunities for students. A. Rationale and Benefits A CNSE-SUNYIT partnership represents a new and necessary paradigm for 21st century public and affordable higher education in science, engineering, and technology; one that is cognizant and respectful of the customary academic enterprise, while fostering and enabling the fast evolving culture of discovery and innovation in the knowledge-driven global economy of the 21st century. The merger between CNSE and SUNYIT will create a new science, engineering, and technology research and education institution with co-principal locations in Albany and Utica-Rome. The institution is unique in the SUNY system, with access to the most advanced, extensive, and complete nanotechnology research and development infrastructure and academic nanotechnology degree portfolio of any university in the world. And, by coupling CNSEs nanotechnology programs with the academic program assets and infrastructure at SUNYIT, the

  • Report on the Potential Merger of SUNYIT and the SUNY CNSE 9

    Global Foundries Malta, NY

    CNSE Albany, NY

    IBM

    East Fishkill, NY

    CNSE Smart System

    Technology & Commercialization

    Center Canandaigua, NY

    CNSE Photovoltaic Manufacturing and

    Technology Development Facility

    Rochester, NY

    Buffalo Medical Innovation and

    Commercialization Hub Buffalo, NY

    Nano Utica Utica, NY

    CNSE Solar Malta, NY

    merged institution will create an unequaled conduit to advance the fields of engineering, engineering technology, computer science, business, health-science, social sciences, and related disciplines through the intrinsically interdisciplinary framework of 21st century higher education. The co-existence of SUNYIT and CNSE within a coherent organizational and faculty governance framework enables them to build on each other in a mutually-beneficial fashion, while catalyzing intellectual cross-fertilization and free exchanges of new ideas that will lead to further development and refinement of scholarly pursuits, instructional concepts, and interdisciplinary undertakings that will greatly benefit SUNY faculty and students. Being an anchor campus within SUNY INSET would provide SUNYIT with academic growth and greater scholarly impact by allowing it to tap into CNSEs vast resources and global network to build on and enhance its mission of providing an intellectually stimulating learning environment and preparing students to fully engage in the challenges, complexities, and opportunities of living in a modern technological society6 In this respect, the partnership would strengthen current SUNYIT academic programs, and would open new academic pathways and pedagogical delivery platforms for SUNYIT faculty and students. Chart 1. Statewide CNSE Footprint

    SUNY INSET will provide a robust and coherent intellectual pathway for its faculty and students to engage with and take advantage of CNSEs statewide network of innovation, education, and economic development facilities and partnerships across Upstate New York. CNSEs NanoFab megaplex in Albany; its photovoltaic and green energy facilities in Malta; its Smart Systems Technology and Commercialization Center of Excellence and Solar Manufacturing and Development Facility in Rochester; the Computer Chip Commercialization Center and Marcy Nanocenter site in Utica-Rome; the Medical Innovation and Commercialization Hub, the Buffalo

    6 SUNYIT Mission Statement. Available at http://www.sunyit.edu/president/mission.

  • Report on the Potential Merger of SUNYIT and the SUNY CNSE 10

    High-Tech Manufacturing Innovation Hub at RiverBend, and the Buffalo Information Technologies Hub are just a few examples of regional public-private partnerships in research, development, workforce training, and commercialization that the merged institution can draw on for the benefit of SUNY students, faculty, and staff. Furthermore, for SUNYIT, the merger will rapidly enable the institutions aspirations to be the regional leader in the Mohawk Valley in higher education and workforce training in the fields of engineering, science, technology, business, social sciences, health science, and, especially, in the emerging disciplines of nanotechnology. As such, the merger will clearly position SUNYIT as a powerful engine for economic revitalization of the regional economy and a catalyst for enhancing the quality of life of the Mohawk Valleys citizens. The creation of this merged institution also directly responds to the financial imperatives currently faced by SUNYIT. The merger will enable the SUNYIT campus to achieve the financial health and sustainability it has lacked for a number of years. This goal is of paramount importance as the contraction in enrollment and staffing at SUNYIT from 2008-2012 has threatened the viability of the institution and increased the risks for dramatic reductions in academic programs and personnel. The creation of SUNY INSET will advance SUNYITs growth potential, its scholarly capabilities, its academic program portfolio, its ability to grow enrollment, its aptitude to grow and retain full-time faculty, and its capacity to foster research and scholarship. Concurrently, SUNY INSET would enable CNSE to establish a true Upstate New York education, innovation, and economic outreach powerhouse. The latter would have the ability to partner more effectively with SUNY System Administration, the SUNY Research Foundation, and other SUNY campuses to quickly and effectively manage and marshal resources toward the Power of SUNY mission, integrating across and adding concrete value to the activities of all other SUNY campuses, while providing accountability and transparency directly to SUNY and the SUNY RF. In a nutshell, a formal merger between SUNY CNSE and SUNYIT will create a new science, engineering, and technology research and education institution where the whole is by far greater than the sum of its parts. The resulting entity will provide students and faculty with access to the most advanced, extensive, and complete nanotechnology research and development infrastructure and academic nanotechnology degree portfolio of any university in the world. And, by coupling CNSEs nanotechnology programs with the foundational academic program assets and infrastructure at SUNYIT, the merged institution will create an unequaled conduit to advance the fields of engineering, engineering technology, computer science, business, health-science, social sciences, and supporting disciplines through the intrinsically interdisciplinary framework of 21st century higher education. The combined enterprise will lead to unparalleled opportunities for current and future students from the Mohawk Valley and the entire State of New York State in terms of access to cutting edge educational programs and research facilities at the CNSE and SUNYIT sites, promote enrollment growth at both SUNYIT and CNSE, support academic program and full-time faculty expansion at SUNYIT and CNSE, and further advance and accelerate economic revitalization of the Mohawk Valley and New York State.

  • Report on the Potential Merger of SUNYIT and the SUNY CNSE 11

    B. Vision and Mission The vision of SUNY INSET is to act as a world-class academic, entrepreneurial, and outreach resource in education, innovation, and economic vitality for SUNY and the citizens of New York State, with emphasis on scholarly excellence in the discovery and dissemination of basic and applied knowledge in the interdisciplinary traditional and emerging fields of science, engineering, and technology. The mission of SUNY INSET is to serve as an intellectually vibrant, creative, and stimulating environment for innovation, education, and outreach that prepares our students to apply basic and applied knowledge to the challenges, complexities, and opportunities of a modern technological society. Specifically:

    Serve as a powerhouse for innovation and education in the interdisciplinary traditional and emerging disciplines of science, engineering, and technology, from theoretical principles to practical applications.

    Engage in the formulation and dissemination of new discoveries, exciting

    innovations, stimulating research endeavors, and fundamental and applied knowledge in the science, engineering, technology and related disciplines of the 21st century, through research and creative inquiry.

    Provide an affordable, comprehensive, and integrated range of undergraduate and

    graduate educational and research programs of the highest quality.

    Provide students with a well-rounded education to prepare them as future leaders in a dynamic and diverse world by demonstrating the interconnectedness of knowledge and cultures and emphasizing the importance of continuous learning.

    Foster economic development and create educational opportunities within New York,

    the nation, and beyond and promote responsibility and commitment to public service. C. Consultation and Governance Structure As required in Article X, Section 4 of the Policies of the SUNY Board of Trustees, The faculty of each college shall have the obligation to participate significantly in the initiation, development and implementation of the educational program.7 This participation is embodied in the well-established principles of governance and consultation practiced throughout SUNY, as demonstrated by the long established history and traditions of governance at SUNYIT and CNSE. Pursuant to the Board of Trustees approval of a merger of CNSE and SUNYIT, and Article X, Section 5 of the Policies, the unified faculty and staff of SUNY INSET will prepare and adopt bylaws for the creation and operation of a campus governance structure. Also per Article X, Section 5 of the Policies these bylaws state it:

    7 The State University of New York. Policies of the Board of Trustees. Article X College Faculty 4 Responsibility.

  • Report on the Potential Merger of SUNYIT and the SUNY CNSE 12

    shall be consistent with and subject to the Policies of the Board of Trustees of the State University of New York, the laws of the State of New York, and the provisions of agreements between the State of New York, and the certified employee organization established pursuant to Article 14 of the Civil Service Law. Provisions of bylaws concerning consultation with the faculty shall be subject to the approval of the chief administrative officer of the college. All actions under bylaws shall be advisory upon the Chancellor and the chief administrative officer of the college.8

    To this end, the governance structure and consultation processes to be adopted by SUNY INSET must reflect the underlying principles of its formation as a merger of equals between CNSE and SUNYITone that embraces the existing governance structures at both campuses, is cognizant and respectful of the consultation practices at both campuses, and is based on a coherent and coordinated organizational framework that is conducive to untethered exchanges of ideas, concepts, and plans between campuses. In accordance with the SUNY Board of Trustees policies and guidelines, and in recognition of the paramount leadership role that faculty play in the merger process, the Chair of its Faculty Council at SUNYIT participated in the first formal (unanimous) written endorsement of a merger with CNSE by the SUNYIT College Council on December 5, 2013 (See Appendix D). Subsequent to the SUNYIT College Council action, the Chairs of the SUNYIT Faculty and Staff Assemblies were thoroughly briefed by the SUNYIT Acting President. Concurrently, the SUNYIT Acting President initiated the formation of a SUNYIT governance advisory group to interface with the faculty governance and leadership at CNSE and the governance bodies at SUNYIT. This working group included both the Chairs of the SUNYIT faculty and Staff Assemblies, SUNYITs SUNY Senator, and wide representation from SUNYITs faculty and staff. An identical consultation process with CNSE faculty, student, and staff was implemented. Along the same timeline as the SUNYIT faculty briefing schedule, the Senior Vice President and CEO of CNSE briefed the chair and members of the CNSE Faculty, Staff, and Student Council, and formed two advisory groups of faculty, staff, and students (one involving graduate, and the other undergraduate students) to advise on the merger and coordinate the future relationship with UAlbany. A joint SUNYIT-CNSE working group was subsequently formed of SUNYIT and CNSE faculty and staff, including the Chair and Secretary of the CNSE Council, the Chairs of the SUNYIT Faculty and Staff Assemblies, and SUNYITs SUNY Senator. The joint SUNYIT-CNSE working group held meetings during January, February, and March of 2014 to discuss goals and priorities regarding the merger, provide periodic briefings to the governance bodies of the respective institutions, and present recommendations on the desired governance structure. The group has reviewed and provided valuable input on the briefing document that was provided to the SUNY Board of Trustees as part of the merger resolution under consideration. To complement the SUNYIT/CNSE working group assembled by the SUNYIT Acting President, the SUNYIT Faculty Assembly established its own Ad Hoc Committee for the purpose of

    8 The State University of New York. Policies of the Board of Trustees. Article X College Faculty 5 Bylaws.

  • Report on the Potential Merger of SUNYIT and the SUNY CNSE 13

    providing a broader consultative faculty voice in the merger regarding the developing relationship between the two institutions. This group entered into constructive engagement with the CNSE working group including key principals of merged operation and academic unification models. The SUNYIT Ad Hoc Committee also put forth a plan calling for the faculties (and staffs) of the two campuses to develop a joint, federated governance model consistent with the Policies of the Board of Trustees. The outcomes to date of these ongoing consultation processes is the advancement of a governance and consultation framework for SUNY INSET that enables active and full participation by the respective faculty and staff at both Albany and Utica-Rome sites, enabling each constituent body to build on each other in a constructive and mutually-beneficial fashion. Most importantly, this governance framework promotes new and exciting academic partnerships between the Albany and Utica-Rome sites to strengthen current academic programs, and open new academic pathways and pedagogical delivery platforms. It was collectively determined that the SUNY INSET faculty governance of universal interest is based on a federated structure, with the core governance bodies at each site having primary consultative responsibilities for that site in areas of, for example, curriculum, academic standing and appeals, promotion and continuing appointment, the academic judiciary, and additional appropriate policies. These policies would be subject to their respective bylaws, the acceptance of the bylaws by the President, and be in accordance with the Policies of the Board of Trustees. As such, the federated governance structure will maintain, in large part, the existing CNSE Council and SUNYIT Faculty and Staff Assembly configurations, while ensuring close coordination and proper harmonization. Chart 2. Governance Structure of SUNY INSET

    Furthermore, to be cognizant of the overall SUNY INSET structure, a governance bodyakin to the Presidents Leadership Councilwill be developed with equal participation from the Albany and Utica-Rome governance bodies to directly advise the SUNY INSET President on matters of faculty/staff consultation, promote unified governance activities across both sites, and ensure coordination and harmonization.

    Governance Council (Equal SUNYIT and CNSE

    Governance Representation)

    Joint working groups

    (curriculum, research,

    outreach, etc.)

    Albany Governance (based on current

    CNSE Council)

    Utica-Rome Governance (based on current SUNYIT Faculty and Staff

    Assemblies)

  • Report on the Potential Merger of SUNYIT and the SUNY CNSE 14

    SUNY INSET President and CEO

    Senior Vice President and Chief Operating Officer

    Albany Campus (Co-Principal Center)

    Senior Vice President and Chief Operating Officer

    Utica Campus (Co-Principal Center)

    Leadership Council

    (Advisory Board of Key Stakeholders)

    While the recognition and incorporation of the existing governance structures at the Albany and Utica-Rome sites leverages the strengths and unique identity of each campus, key cross-sites governance bodies will also be developed to take advantage of the synergies of the merged institution. This will be particularly vital in catalyzing the intellectual assets of the two sites. All working groups remain active and fully engaged to work out all additional details on faculty and staff governance as the merger process proceeds. D. Leadership and Administration SUNY INSET would consist of two co-principal centers (SUNYIT and CNSE) within the merged institution. This structure is designed to reflect the comprehensive nature of both campuses in graduate and undergraduate degree offerings, academic research, and educational outreach. It is also intended to reflect equality between the two as anchor campuses within the new structure. The designation of both the CNSE and SUNYIT sites as principal centers is enabled through NYSED Regulations:

    Principal center means the location of the principal administrative offices and instructional facilities of a college, university, or other degree-granting institution, as defined by the institutions officers. In exceptional cases and with the approval of the commissioner, an institution may designate more than one principal center for an institution that offers curricula leading to degrees9

    Under this merged structure, SUNY INSET would have a unified leadership structure, with each site being overseen by a Senior Vice President and Chief Operating Officer who would be located on site at the respective campus. Both executives would report to the President and Chief Executive Officer (CEO) who would have offices at both locations. The President and CEO is advised by a leadership council consisting of key academic, governance, and student stakeholders, with one of the primary functions of the council to advise and assist in ensuring full coordination and seamless engagement between the two primary SUNY INSET sites. This structure is illustrated below. Chart 3. Unified Management and Administrative Structure of SUNY INSET

    9 New York State Education Department. 8 NYCRR 50.1.

  • Report on the Potential Merger of SUNYIT and the SUNY CNSE 15

    To enable improved efficiency, increased productivity, maximum coordination, highest quality, full compliance, and complete transparency while ensuring financial savings through the economy of scale, the SUNY INSET administrative, management, and support services should be integrated into a single and coherent entity. As the SUNY INSET student enrollment, research portfolio, and outreach programs expand and grow, the structure shown will evolve as necessary to maintain the compliance and transparency standards of SUNY, the Board of Regents, and the State of New York.

    The deployment and application of the merged operations base will be efficient, transparent, and integrated, reflecting the overall institutional mission and the growth trajectory of SUNY INSET as one institution with co-principal centers. This approach leverages the tremendous coherence and synergy between the two campuses in intellectual assets, cutting edge facilities, economic development partnership portfolios, and science, engineering and technology education and training. Most importantly, these synergies will be leveraged to the best advantage of the current and future students of SUNY INSET to provide a greater degree of opportunity than CNSE or SUNYIT can deliver individually at present. E. Academic Structure To fulfill the promise and potential of SUNY INSET, a unified academic program configuration will be adopted to ensure that the two complementary academic models exist and flourish within a coherent organizational framework that would serve as template for 21st century higher education in science, engineering, and technology. The structure incorporates the CNSE constellation paradigm for CNSE academic degree programs (nanoscale science, nanoscale engineering, nanobioscience, and nanoeconomics) and integrates it with the defined departmental structure at SUNYIT (engineering science and mathematics, engineering technology, computer and information science, nursing, social and behavioral science, business management, and communications and humanities). To this end, SUNY INSET will maintain the CNSE constellations structure within a single college In Albany with operational standing appropriate to a Co-Principal Center. Following full implementation of the merger, and based on wide consultation with appropriate SUNYIT stakeholders, SUNY, and necessary accrediting bodies, the current SUNYIT individual departmental organization reporting directly to the president could be maintained or modified to form one or more colleges or schools, each consisting of a suitable number of the current SUNYIT departments. This initial configuration would serve as a solid foundation for rapid academic and educational innovation and growth. The merger will be treated academically as a transfer revision of CNSEs current academic programs with no modifications other than changing the institutional home. CNSEs programs will be re-registered under SUNYIT and discontinued at the University at Albany. This transfer will require that the State University Master Plan be amended to authorize the SUNYIT to confer the Doctor of Philosophy degree and offer programs at the doctoral level, in a limited scope, in Nanoscale Sciences and in Nanoscale Engineering, in the discipline of Engineering. The Ph.D. degree program in Nanoscale Science and the Ph.D. degree program in Nanoscale Engineering have been continually operating at the College of Nanoscale Science and Engineering at the University at Albany since 2006, with a current enrollment of 140 doctoral students. The Nanoscale Science doctoral program provides the critical theoretical and

  • Report on the Potential Merger of SUNYIT and the SUNY CNSE 16

    experimental skill base and know-how for knowledge creation in the areas of nanoscale materials, structures, and architectures. The Nanoscale Engineering doctoral program provides corresponding skill and expertise in the design, fabrication, and integration of nanoscale devices, structures, and systems for the development and deployment of emerging nanotechnologies. Both Ph.D. programs require completion of 60 credits. Appropriate doctoral candidacy exams, doctoral dissertation research and a successful dissertation defense and final dissertation submission are required. As the Ph.D. degree program in Nanoscale Science and the Ph.D. degree program in Nanoscale Engineering are currently active and operating at the highest academic quality at CNSE, sufficient resources are in place to maintain operation. CNSEs current faculty will continue to support the Ph.D. programs, and, upon completion of the merger, faculty at the current SUNYIT campus in Utica-Rome will also be available to support these programs as appropriate. Naturally, students currently admitted to graduate or undergraduate programs at CNSE and SUNYIT will be given the option to complete their course of study with the institution through which they were admitted. Students admitted after the Fall 2015 cycle as SUNY INSET students will be awarded their degrees from SUNY INSET, while students admitted as either UAlbany students with minor at SUNY INSET or vice versa will receive their degrees from, respectively, UAlbany or SUNY INSET.

    IV. The Future of UAlbany

    UAlbany, one of SUNYs four University Research Centers, has three campuses: uptown and downtown campuses in Albany, and a campus in East Greenbush. Its current offerings include 56 majors, 38 Ph.D. programs, 27 graduate certificates and certificates of advanced study and 77 masters programs. These include nationally recognized programs in Sociology, Criminology, Public Affairs and Public Management, Business, and Library Sciences. A. Strategic Priorities and Academic Strengths UAlbany has established the following strategic research priorities:

    Climate, Environmental and Economic Sustainability - Predicting, Planning and Conserving our Environment for Future Generations

    Emerging Technologies - Improving Human Efficiency and Security through Computational and Forensic Sciences

    Human Health and Biomedical Sciences - Translating Science into Human Health Public Service and Policy - Improving the Human Condition through Research on

    Policy and Practice Business and Entrepreneurship - Creating a Culture of Innovation and

    Entrepreneurship in a Secure Global Marketplace Liberal Arts and Sciences - The Critical Foundation of an Educated Person Prepared

    for Citizenship, Work, and Life In addition, UAlbany continues to build on its NYSUNY2020 plan to harness the intellectual capital of four transformational research clusters:

  • Report on the Potential Merger of SUNYIT and the SUNY CNSE 17

    1. Climate and Environmental Science Research Leveraging its internationally acclaimed Department of Atmospheric and Environmental Science (DAES) and Atmospheric Science Research Center (ASRC), UAlbany continues to pursue advances in environmental science and climate prediction through cutting-edge research facilities.

    2. Biomedical Science and Biotechnology UAlbany capitalizes on its internationally recognized strength in the Life Sciences to pursue advances in areas of neurodegenerative diseases and neurodevelopment, infectious disease, and cancer. The Universitys RNA Institute, Cancer Research Center, and Center for Functional Genomics have successful led the way in interfacing with businesses to advance basic and applied research through public-private partnership.

    3. Forensic Sciences and Cyber Security The University is poised to develop novel advances across a range of disciplines including crime scene and digital forensics and transform cybersecurity, digital forensics, and criminal investigations locally, nationally, and around the world.

    4. Advanced Data Analytics UAlbany possesses research strength across a wide array of advanced data analytics and informatics including natural language processing, artificial intelligence, software engineering, information sciences, computer architecture, knowledge

    Further, while the establishment of SUNY INSET will remove UAlbanys Nanoscale Engineering programs, it will not remove its ability to propose new programs within the various engineering specialties in the discipline. UAlbany can capitalize on its strengths in niche engineering fields, such as computer and networking engineering. The University at Albany will continue to benefit from the SUNY Networks of Excellence program. For example, UAlbany is already playing a leading role in the first sets of activities supported within the SUNY 4E Network. The SUNY 4E Network brings together faculty and facilities from across the SUNY system to serve as a driver of discovery and educational excellence in energy, environment, education, and economics. It also provides the citizens of New York State with a solution center for disaster recovery and sustainability. UAlbany will also be heavily involved in the SUNY Health, SUNY Brain, SUNY Advanced Materials and Manufacturing, and new SUNY Arts and Humanities Networks of Excellence. B. CNSE Collaboration As mentioned above, students currently enrolled in graduate or undergraduate programs at CNSE and SUNYIT will be given the choice to graduate from the institution into which they were admitted (i.e. SUNYIT or the UAlbany) or from SUNY INSET after it has been established. Students admitted to SUNY INSET after its creation will be awarded their degrees from SUNY INSET, while students admitted as either UAlbany students with a minor at SUNY INSET or vice versa will receive their degrees from the institution of their major, respectively, UAlbany or SUNY INSET.

  • Report on the Potential Merger of SUNYIT and the SUNY CNSE 18

    SUNY INSET will be designed to allow greater intellectual connectivity to the University at Albany (UAlbany) and enable a collegial and collaborative SUNY INSET-UAlbany relationship that continues and augments the current UAlbany-CNSE interactions. In addition to the current cross-disciplinary M.S. program in Nanotechnology Management (Nano-MBA) in partnership with the UAlbany School of Business, potential collaborative opportunities are evident, for example, in the areas of public health, social sciences, public policy, natural and biophysical sciences, and in engineering arenas. C. Center of Excellence Designation Upon CNSEs separation, the University at Albany will no longer have a State-designated Center of Excellence and a Center for Advanced Technology. UAlbany has SUNYs support in proactively working to ensure that UAlbany is able to successfully pursue a new State-designated Center of Excellence and Center for Advanced Technology in other areas of scientific strength such as biomedical and behavioral health, atmospheric sciences, health and science research, and public health.

    V. Next Steps

    There are a number of tasks remaining before the transition of CNSE from UAlbany to SUNYIT is complete. Below is an overview of the proposed timeline: Table 1. Projected Timeline March 2014 SUNY Board of Trustees resolution to transfer CNSE from UAlbany to

    SUNYIT Proposal to SED for Review Substantive change request to Middle States Commission on Higher Education

    May 2014 Finalize the Memorandum of Understanding between UAlbany and SUNYIT

    Fall 2014 NYS Board of Regents action on amendment to SUNY Master Plan to authorize SUNYIT to confer the Doctor of Philosophy degree and offer programs at the doctoral level in Nanoscale Sciences and Nanoscale Engineering, in the discipline of Engineering Recommendation forwarded to Governor

    December 2014 NYSED registration Note: Gubernatorial approval on amendment to SUNY Master Plan needed.

    January 2015 SUNYIT-CNSE Merger complete Establishment of SUNY INSET

  • Report on the Potential Merger of SUNYIT and the SUNY CNSE 19

    APPENDIX

    SUNY Board of Trustees Resolution No. 2004-41

    A

  • Report on the Potential Merger of SUNYIT and the SUNY CNSE 39

    APPENDIX

    SUNY Board of Trustees Resolution No. 2008-16

    B

  • OfficeoftheChancellor

    State I University PlazaVeu> York

    12246

    518 44fax - 518 443 5360

    wivw.suny.edu

    The State University of NewYork

    MEMORANDUM

    REVISED #10

    November 18, 2008

    TO:

    FROM:

    Members of the Board of Trustees

    Dr. John B. Clark, Interim Chancellor

    SUBJECT: Administrative, Programmatic, and Budgetary Autonomy ofthe College of Nanoscale Science and Engineering of theUniversity at Albany

    I recommend that the Board of Trustees adopt the following resolution:

    Whereas the natural evolution of disciplined human exploration hasled to the emergence of nanotechnology as the primary enabler fordiscovery, innovation, and education in science and engineering inthe 21st century; and

    Whereas the importance of nanoscale science and engineeringknow-how to the national and international research andeducational agendas is best captured in the multi-billion dollarNational Nanotechnology Initiative ("NNI"), signed into law by theU.S. President in 2004, which proclaims nanotechnology as"leading to the next industrial revolution"; and

    Whereas by Resolution No. 2004-41, adopted April 20, 2004, theBoard of Trustees established the College of Nanoscale Scienceand Engineering ("CNSE") as a separate academic unit within theUniversity at Albany ("UAIbany") headed by a Vice President whoserves as its chief administrative officer reporting directly to thePresident of the University; and

    Whereas through Resolution No. 2004-41 the Board of Trusteeshas tasked CNSE with an overarching mission to "enable thediscovery and dissemination of fundamental knowledge in theemerging interdisciplinary fields of nanotechnology and provide thecitizens of New York with a comprehensive education of the highestquality"; and

    UNIVERSITY CENTERS AND DOCTORAL DEGREE GRANTING INSTITUTIONS Universir) ai Albany Binghanuon University University ai Buffalo Ston) Kn.nl; Universit) SUNY Downstate Medical Center Upstate Medical University College ol Environmental Science and Forestry College ofOptometrj NYS College ofCeramics .11 Alfred University NYS College ol \griculturc/Lifc Sciences .11 Cornell Universit) NYS ( allege ofHuman Ecology .11 Cornell University NYS College ol Industrial/Laboi Relations .11 Cornell University NYS College ol Veterinary Medicine ai Cornell Universit) UNIVERSITY COLLEGES SUNY Brockpon Buffalo State College MM

  • Board Resolution -2- November 18, 2008

    Whereas CNSE has successfully established itself as a world-classleader in the global nanotechnology driven knowledge economy ofthe 21st century owing to multi-billion dollar strategic investmentsthat cover the entire spectrum of nanoscale science and nanoscaleengineering innovation and education programs, including researchand development, workforce development and education, productprototyping and commercialization, and economic outreach andbusiness promotion; and

    Whereas CNSE has further demonstrated its global role as anenabler of the discovery and dissemination of fundamentalknowledge in the emerging interdisciplinary fields of nanoscience,nanoengineering, nanoeconomics, and nanobioscience, leading tothe successful implementation of its overarching objective ofproviding the citizens of New York State with a scholarly innovationand education resource of the highest quality; and

    Whereas the success of CNSE is attributed to a critical extent to itsdistinctive administrative structure and operational blueprint thatcombines academic freedom to promote creativity and discoveryand fiscal responsibility to drive entrepreneurship andaccountability, including interdisciplinary faculty constellations thatact as think tanks for cross-disciplinary innovations in educationand research, and a management paradigm that rewards scholarlyachievements, entrepreneurship, outreach to business andindustry, and timely delivery of scientific and technologicalsolutions, all within the established metrics of research, teaching,and service; and

    Whereas CNSE has been tasked with a business development andeconomic outreach mission to establish and retain across the Stateof New York the critical mass of intellectual and physical resourcesand capabilities including clusters of technical and engineeringunits from equipment, materials, and component suppliers,research and development teams, and manufacturing groupsnecessary to ensure optimum execution of nanotechnology-enabled research and manufacturing programs, leading to thecreation and retention of high-paying, high-technology jobs andensuring maximum return on investment for the State of New York;and

    Whereas CNSE has been additionally tasked with a state-wideworkforce development and educational outreach mission that aimsto assemble and deploy the critical intellectual and physicalresources necessary to support appropriate educational institutions

  • Board Resolution -3- November 18, 2008

    and not-for-profit organizations in the creation of the completeinstructional continuum from K-12, through certificate level skillstraining, and two- and four-year curricula, leading to the full array ofnanotechnology-enabled degree granting programs; and

    Whereas CNSE is required to expand and broaden its critical massof intellectual know how and state-of-the-art infrastructure tocontinue advancing its mission as a public-private, verticallyintegrated, global multiplex for the conversion of long-termprospective nanotechnology-enabled innovations into real businessopportunities and revenue-generating programs within itstechnically aggressive and fiscally competitive nanotechnologydevelopment and deployment environment; and

    Whereas in view of its universally recognized regional, State-wide,national, and global research, education, and economic outreachinitiatives, CNSE has recently developed and the UAIbanyPresident has approved a restructuring of its management andadministrative platforms, and a realignment of the titles andassociated designations of its executives to more accurately reflecttheir increased duties and responsibilities, and better position themto be on par with their counterparts within the global corporatepartners, federal agencies, national laboratories, researchuniversities, and private business collaborators-including thepromotion of Professor Alain E. Kaloyeros to CNSE Senior VicePresident and Chief Executive Officer; now, therefore, be it

    Resolved that the Board of Trustees hereby confirms theappointment of Professor Alain E. Kaloyeros as CNSE Senior VicePresident ("SVP") and Chief Executive Officer ("CEO") and furtherassigns him, in addition to his current UAIbany-wide duties,obligations, privileges, and responsibilities, full administrative,academic, and fiscal authority over CNSE's internal managementand operations, and those pertaining to the mission of CNSE as astate-wide educational, research, and economic outreach resource--said obligations, duties, and responsibilities being fully comparableand equal to the authority exercised by a SUNY President in theadministration of an assigned campus, including the authority toexercise said obligations, duties, and responsibilities in coordinationwith, where appropriate, such SUNY and UAIbany administrativeoffices as may be necessary or appropriate, and in accordance withthe laws, rules, regulations and policies of the State of New York,SUNY and UAIbany, the provisions of any applicable collectivebargaining agreement between the State of New York and any

  • Board Resolution -4- November 18, 2008

    public employee union and the Bylaws and Charter of the CNSEFaculty Council; and be it further

    Resolved that the Board of Trustees vests in the CNSE SVP andCEO, as part of said duties, responsibilities, and obligations, thebudgetary and fiscal authority on behalf of CNSE including, but notlimited to, the management and oversight of the development,implementation, and administration of the CNSE annual budget,plans and requests; and the authority to develop and submit toSUNY the CNSE annual operations budget request and to SUNYand the State University Construction Fund ("SUCF") the CNSEcapital construction plan and budget request, separately andindependently from UAIbany's annual operations budget requestand capital construction plan and budget request, in consultationwith the SUNY Provost and Vice Chancellor for Finance andBusiness, as necessary; and be it further

    Resolved, that in his capacity as CNSE SVP and CEO, ProfessorAlain E. Kaloyeros shall report to the Chancellor and the Board ofTrustees, and the SUNY Chancellor shall hereby develop and issuea formal letter of appointment to Professor Kaloyeros outlining thespecific administrative, academic, and fiscal obligations, duties, andresponsibilities to be exercised by him in full compliance with thisresolution; and be it further

    Resolved that the Board of Trustees reasserts the UAIbany-wideduties, obligations, privileges, and responsibilities to be exercisedby Professor Kaloyeros in his role as Vice President and SpecialAdvisor to the President for University-wide Economic Innovationand Outreach. In his capacity as Vice President and SpecialAdvisor to the UAIbany President for University-wide EconomicInnovation and Outreach, Professor Kaloyeros will continue toreport to the UAIbany President and, with the exception of hisappointment as a member of the UAIbany faculty, serves, in thatcapacity, at the pleasure of the UAIbany President.

    Background

    In response to the rapid changes and emerging needs in the researchand instructional landscapes, the UAIbany President recommended and inApril 2004 the Board of Trustees by resolution unanimously approved thecreation of the College of Nanoscale Science and Engineering (CNSE) as aseparate UAIbany academic unit headed by a Vice President reporting directlyto the UAIbany President.

  • Board Resolution -5- November 18, 2008

    The action by the Board of Trustees was followed by an open dialogueand extensive collaborative process between the UAIbany University Senateand CNSE faculty that affirmed an overarching and mutual commitment to aunified UAIbany faculty governance structure, and established the standardsfor the various degrees of autonomous CNSE faculty governance in the areasof graduate curricula, academic standing and appeal, continuing appointmentand promotion, and research. The resulting CNSE Faculty Bylaws and CNSEFaculty Council Charter were endorsed by the UAIbany University Senate andCNSE Faculty Council in December 2004, and approved by the UAIbanyPresident.

    A key aspect of the CNSE mission is to assemble and deploy thecritical mass of vertically and horizontally integrated industry-university-government consortia and public-private partnerships to convert enablingnanotechnology innovations and atomic scale scientific breakthroughs into realbusiness opportunities and revenue-generating ventures within a technicallyaggressive and fiscally leveraged technology development and deploymentenvironment. As such, CNSE is serving as a global resource forcomprehensive R&D and prototyping of the highest caliber, leading to thediscovery and dissemination of fundamental knowledge concepts and newfrontier scientific principles in the emerging interdisciplinary fields ofnanotechnology. In so doing, this multiplex of higher learning is providing theimpetus needed to attract high-tech industry to locate, relocate, and expand inthe State of New York by affording them access to world-class intellectualassets, state-of-the-art-facilities, and highly-skilled, highly-educated workforcein next generation scientific disciplines-all essential prerequisites for high-technology companies to compete successfully in the global knowledge-driveneconomy of the 21st century.

    The success of the CNSE business model is perhaps best documentedby the scope and resources of its CNSE Albany NanoTech "Megaplex"-themost advanced R&D resource of its kind at any university in the world. $4.5Bin public and private investments have created a 450,000-square-footinfrastructure that houses a fully-integrated, 300mm wafer, nanochip pilotprototyping and demonstration line within 65,000 square feet of Class 1capable cleanrooms. A major expansion currently underway will increase thesize of the CNSE Albany NanoTech Megaplex to 850,000 square feet with85,000 square feet of class 1 cleanrooms.

    The CNSE success to-date would have been impossible without theautonomous management platform and separate operational blueprint that areat the core of CNSE.

    More importantly, CNSE is currently preparing to launch the next phaseof its strategic plan and associated implementation blueprint, including critical

  • Board Resolution -6- November 18, 2008

    expansions and major additions in its educational programs, researchpartnerships, global economic outreach and, as a result, its national andinternational academic, technological, and business standings. As part of thenext phase of the CNSE strategic plan, CNSE is being tasked with a businessdevelopment and economic outreach mission to establish and retain acrossthe State of New York the critical mass of intellectual and physical resourcesand capabilities including clusters of technical and engineering units fromequipment, materials, and component suppliers, research and developmentteams, and manufacturing groups necessary to ensure optimum execution ofnanotechnology-enabled research and manufacturing programs, leading tothe creation and retention of high-paying, high-technology jobs and ensuringmaximum return on investment for the State of New York. In addition, CNSEis being tasked with a state-wide workforce development and educationaloutreach mission that aims to assemble and deploy the critical intellectual andphysical resources necessary to support appropriate educational institutionsand not-for-profit organizations in the creation of the complete instructionalcontinuum from K-12, through certificate level skills training, and two- and four-year curricula, leading to the full array of nanotechnology-enabled degreegranting programs and opportunities.

    The success of the next phase of the CNSE implementation roadmaprequires restructuring of its current management and administrative functionsto enable expanded flexibility and further autonomy within the UAIbanyadministrative structure to enable it to quickly and effectively respond to theever evolving R&D and educational landscape at the regional, State, national,and international levels.

    Within this modified CNSE autonomy model, all terms and conditions ofthe current agreements between the UAIbany University Senate and CNSEFaculty Council, as set forth in the provisions of the CNSE Faculty CouncilBylaws and Charter and UAIbany University Senate Resolution 0405-01R, willremain in full force and effect, including all provisions governing CNSE facultypromotion and continuing appointment and academic curricula development.The CNSE faculty will continue to serve as UAIbany faculty, the CNSE studentenrollment will continue to be part of the UAIbany overall enrollment plan, andCNSE's academic curricula will continue to be part of the UAIbany instructionalportfolio and be developed and advanced through the current UAIbanyadministrative and faculty governance processes.

  • Report on the Potential Merger of SUNYIT and the SUNY CNSE 46

    APPENDIX

    SUNY Board of Trustees Resolution No. 2013-52

    C

  • Board Resolution -1- July 16, 2013

    July 16, 2013

    M E M O R A N D U M

    TO: Members of the Board of Trustees

    FROM: Chancellor Nancy Zimpher SUBJECT: Roadmap to a New Structure for the College of Nanoscale

    Science and Engineering

    Resolution

    I recommend that the Board of Trustees adopt the following resolution:

    WHEREAS

    , Governor Andrew Cuomos comprehensive workforce training, job creation, and economic growth agenda for New York provides strategic investments for educational, research and development, technology transfer, and business outreach in the emerging nanotechnology sector in New York State and fosters critical partnerships between State government, the private sector and the State University of New York; and

    WHEREAS

    , under the leadership of Governor Andrew Cuomo, New York has led the U.S. in multibillion dollar strategic investments in innovation and education programs that cover the entire spectrum of the nanotechnology sector, from long-term innovative research and development, to workforce development and education, to product prototyping and commercialization; and

    WHEREAS

    , under the leadership of Chancellor Nancy Zimpher, The Power of SUNY strategic plan is quickly establishing SUNY as a key engine for the revitalization of New York States economy and a catalyst for enhancing the quality of life for the States citizens; and

  • Board Resolution -2- July 16, 2013

    WHEREAS

    , the State University of New York at Albany (UAlbany) is an internationally recognized public research institution that brings "The World Within Reach" to more than 17,300 graduate and undergraduate students who can choose from 118 undergraduate majors and 113 graduate programs, many of which are nationally ranked; and

    WHEREAS

    , by Resolution No. 2004-41, adopted unanimously on April 20, 2004, the SUNY Board of Trustees established the College of Nanoscale Science and Engineering (CNSE) as a separate academic unit within UAlbany, headed by a Vice President who serves as its chief administrative officer reporting directly to the President of the University; and

    WHEREAS

    , by Resolution No. 2008-65, adopted unanimously on November 18, 2008, the SUNY Board of Trustees granted full administrative, academic and fiscal authority over CNSEs internal management and operations and those pertaining to its state-wide educational, research and economic outreach mission to the CNSE Senior Vice President and Chief Executive Officer; and

    WHEREAS

    , CNSE as a UAlbany academic unit with strategic, administrative, and infrastructure support from UAlbanys leadership, faculty and staff has successfully established itself as a world-class leader and enabler of the discovery and dissemination of fundamental knowledge in the emerging interdisciplinary fields of nanoscience, nanoengineering, nanoeconomics, and nanobioscience, leading to the successful implementation of its overarching objective of providing the citizens of New York State with scholarly innovation and education programs of the highest quality; and

    WHEREAS

    , the present success of CNSE, attributable in large part to its administrative leadership and outstanding faculty and students, can be leveraged to achieve its full potential by creating a new structure that enables further growth and broader impact by enhancing its ability to move quickly and nimbly to take advantage of the many emerging opportunities across the System and throughout the State of New York, in partnership with SUNY Administration and the SUNY RF, while ensuring full accountability and complete transparency; and

  • Board Resolution -3- July 16, 2013

    WHEREAS

    , a new structure would ensure optimum execution of nanotechnology-enabled research and manufacturing programs in support of state-wide innovation, education, workforce training, business development and economic outreach, thereby establishing and retaining the critical mass of intellectual and physical resources and capabilities that will lead to the creation and retention of high-paying, high-technology jobs and ensuring maximum return on investment for the State of New York; and

    WHEREAS

    , a new structure would facilitate greater intellectual connectivity to UAlbany and to other campuses across the SUNY system, and will enable UAlbany to focus on complementary and other academic and research pursuits; and

    WHEREAS

    , a new structure would enable CNSE to integrate systems thinking across SUNY, in collaboration with the SUNY RF, through its combination of energetic partnering, provision of technological expertise and the modeling of exciting new educational paradigms; now, therefore be it

    RESOLVED

    , that the Board of Trustees gratefully acknowledges the work of the Chancellors advisory group on CNSE, comprised of members of the Board of Trustees, SUNY Administration, UAlbany, CNSE, and New York State, and recognizes their work as the foundation of a framing vision for the future direction and broader contributions of CNSE; and be it further

    RESOLVED

    , that the Board of Trustees fully endorses the Chancellor taking immediate steps to implement the separation of CNSE and UAlbany, and to identify and assist in the implementation of the actions required to establish a new degree-granting structure that shall include CNSE, at which time the separation will commence, and be subject to oversight and governance by the Board of Trustees by the commencement of the 2014-15 academic year; and be it further

    RESOLVED, that the Board of Trustees of the State University of New York affirms the appointment of Professor Alain E. Kaloyeros as the Chief Executive Officer of CNSE who shall have authority parallel to that of a campus president over CNSE; and be it further

  • Board Resolution -4- July 16, 2013

    RESOLVED

    , subject to all applicable rules and regulations and appropriate actions, as necessary, by the Board of Trustees for the creation of a new degree-granting structure, the existing CNSE staff and leadership shall be transferred to the new degree-granting structure in capacities equal to or exceeding their current roles, including Dr. Alain E. Kaloyeros providing chief executive leadership.

    RESOLVED

    , that the Board of Trustees will support the University at Albany as it strengthens its current programs and works to develop and bolster key strategic areas as well as preserve the core interests of both institutions by ensuring compatible and complementary educational programs.

  • Report on the Potential Merger of SUNYIT and the SUNY CNSE 51

    APPENDIX

    SUNYIT College Council Endorsement of Merger with CNSE

    D

  • MEMORANDUM December 5, 2013 TO: Chancellor Nancy L. Zimpher FROM: SUNY Institute of Technology College Council SUBJECT: Endorsement of a Formal Merger Between SUNYIT and the SUNY College of Nanoscale Science and Engineering Resolution WHEREAS, Governor Andrew Cuomos comprehensive education, workforce training, job creation, and economic growth agenda for New York provides strategic investments for higher education, research and development, and technology transfer especially in the emerging nanotechnology sector in New York State and fosters critical partnerships between State government, the private sector and the State University of New York; and WHEREAS, under the leadership of Governor Andrew Cuomo, New York has led the U.S. in multibillion dollar strategic investments in innovation and education programs that cover the entire spectrum of the nanotechnology sector, from long-term innovative research and development, to workforce development and education, to product prototyping and commercialization; and WHEREAS, under the leadership of Chancellor Nancy Zimpher, The Power of SUNY strategic plan is quickly establishing SUNY as a key engine for the revitalization of New York States economy and a catalyst for enhancing the quality of life of the States citizens; and WHEREAS, the SUNY Institute of Technology (SUNYIT) aspires to be the regional leader in the Mohawk Valley in Baccalaureate, Masters, and Doctoral level education, and workforce training in the fields of engineering, science, technology, business, health science and, especially, in the emerging disciplines of nanotechnology; and WHEREAS, SUNYIT aspires to be and the economic health of the Mohawk Valley demands that it be a key engine for economic revitalization of the regional economy and a catalyst for enhancing the quality of life of the Mohawk Valleys citizens in line with the Governors and Chancellors collective vision of public-private partnership; and WHEREAS, it is financially imperative that SUNYIT immediately and consistently grow its enrollment and degree offerings to reach a level of

  • financial health, viability, and sustainability so that it may expand its full-time faculty or risk dramatic reductions in academic programs and staffing; and WHEREAS, SUNYITs growth in graduate education programs, its educational and research and development leadership in the Mohawk Valley region, and its ability to created long-term, successful public-private research and development partnerships critically depends on the ability to offer Ph.D. level degrees; and WHEREAS, the Mohawk Valley and SUNYIT are being transformed through the vision of Governor Andrew Cuomos $1.5B Nano Utica academic and research partnership with the SUNY College of Nanoscale Science and Engineering (SUNY CNSE) and leading global private sector companies; and WHEREAS, there exists a unique and exciting opportunity through SUNY CNSEs separation from the University at Albany for a formal merger between SUNY CNSE and SUNYIT into a single degree-granting entity that will dramatically advance SUNYITs growth potential, its research capability, its academic program portfolio including Ph.D. programs, its ability to grow enrollment, its ability to grow and retain full-time faculty, its ability to foster faculty research and scholarship; and WHEREAS, a formal merger between SUNY CNSE and SUNYIT will create a new science, engineering, and technology research and education powerhouse, unique in the SUNY system with access to the most advanced, extensive, and complete nanotechnology research and development infrastructure and academic nanotechnology degree portfolio at any university in the world; and WHEREAS, a formal merger between SUNY CNSE and SUNYIT will create unparalleled opportunities for current and future students from the Mohawk Valley and the whole of New York State in terms of access to current and future CNSE/SUNYIT programs and facilities, promote enrollment growth at SUNYIT and CNSE, support academic program and full-time faculty expansion at SUNYIT and CNSE, and promote economic revitalization of the Mohawk Valley and New York State; now, therefore be it RESOLVED, that the SUNYIT College Council fully endorses a formal merger between SUNY CNSE and SUNYIT for the reasons stated above and in the best interests of the students, faculty, and staff at SUNYIT; and be if further RESOLVED, that the SUNYIT College Council fully endorses Acting President Robert Geer engaging with SUNY CNSE CEO Alain E. Kaloyeros and Chancellor Nancy L. Zimpher to construct a process whereby a formal merger between SUNY CNSE and SUNYIT can take place; and be it further RESOLVED, that the SUNYIT College Council respectfully urges the Chancellor to endorse and submit the formal merger of SUNY CNSE and SUNYIT to the

  • SUNY Board of Trustees for review and submission to the New York State Education Department, the New York State Board of Regents, and the Governor of New York, Andrew M. Cuomo.

  • www.suny.edu

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