Great Danes Rising: Unleashing Our Potential

Research Excellence

We will be internationally known for our research and creative works impacting critical societal challenges. 

Strategy 1: Strengthen interdisciplinary research networks and collaborations across the academic enterprise.

One way we’ll get there: Uniting Frontier Research and Development – Following the successful creation of the Institute for Social and Health Equity and the upcoming establishment of the Institute for Artificial Intelligence, we will continue to institutionalize our research strengths by fostering research communities to address grand societal challenges, with initiatives such as the Healthy Aging Initiative and the Global Center for AI in Mental Health.

We will measure success by increasing the number of large-scale interdisciplinary research proposals submitted from 1-2 to 10 each year and increasing the percentage of research-active faculty. 

Strategy 2: Grow research and scholarship in all disciplines by leveraging our investments in research infrastructure 

One way we’ll get there: Capital funding – Requests to federal/state government in areas with national importance, such as nanotechnology, semiconductor development and artificial intelligence, for additional funding.

We will measure success by an increase in the total research portfolio and the number of externally funded organized research proposal submissions.   

Strategy 3: Collaborate with partners in industry and government to drive economic and workforce development.  

One way we’ll get there: UA-CREATE – UAlbany’s signature innovation and entrepreneurship ecosystem.  

We will measure success by an increase in the number of technology disclosures, patent applications, and licensing and faculty-associated startup companies, as well as an increase in the number of postdocs and graduate students who are funded by industry and government.

Diversity and Inclusion

We will be the preeminent model for embracing diversity, equity, and inclusive excellence in all facets of university life.  

Strategy 1: Diversify the University’s workforce through evidence-based recruitment and retention practices. 

One way we’ll get there: Linking to SUNY’s Diversity, Equity and Inclusion priorities, including strong participation in the leadership institutes, PRODiG, and the DEISJ Fellows program.

We will measure success through a more diverse applicant pool and increasing the number of faculty and staff from historically underrepresented groups. 

Strategy 2: Expand the breadth of diverse perspectives in our curricular, co-curricular and workplace experiences. 

One way we’ll get there: Reclaiming History and Renaming Spaces – The designation of various campus spaces and facilities to highlight historical figures who may have been marginalized or ignored by traditional history texts, or to celebrate UAlbany alumni who, over the past 180 years, have changed society for the better.

Examples include Parker Pond, named for three indigenous students who attended the predecessor of the University at Albany in 1844, and Harvey House, an intentional community within the Dutch Quad complex that supports and affirms the cultural experiences of queer and transgender students, is named for Harvey Milk, class of 1951, a politician and activist who became one of the first openly gay elected officials in the nation.

We will measure success through measures of inclusivity in a climate survey. 

Strategy 3: Advance our national reputation for creating social mobility for first-generation and historically underrepresented students—and for empowering a new generation of allies, leaders and changemakers.

One way we’ll get there: The creation of a social justice curriculum – An interdisciplinary minor that prepares students to engage in personal change, dismantle inequitable systems, and advocate for a just society.    

We will measure success through recognitions, certifications and grant opportunities. 

Internationalization

We will infuse international perspectives across our research, teaching, learning and service to promote the global common good.  

Strategy 1: Deliver intercultural and international learning opportunities across the disciplines. 

One way we’ll get there: UAlbany Go Global – An integrated campaign of four actions: strengthening advisement capabilities, curricular integration, scholarship and University-wide support, by providing additional support for navigating and financing the transformative but complex study abroad experience.

We’ll measure success by an increase in student participation, course offerings available abroad and faculty engagement. 

Strategy 2: Expand international partnerships that strengthen research, increase enrollment, and provide new opportunities for students, faculty, and alumni. 

One way we’ll get there: UAlbany Global Handshake – International enrollment and productive international partnerships will be incentivized through strategic investments designed both to leverage recruitment and partnerships in which UAlbany has demonstrated strength, and in new opportunities to develop recruitment and institutional engagements in parts of the world where the University’s global footprint is less prominent.

We’ll measure success by an increase in the number of productive international partnerships. 

Strategy 3: Recruit and retain students and faculty from a broader range of countries. 

One way we’ll get there: UAlbany Calls! – The University will promote the growth of recruitment of international students and visiting faculty from underrepresented countries through strategic investments (see initiative for Strategy 2) and the active promotion of funded opportunities for visiting international scholars, working with colleges, schools, departments, CIEGS and the Division for Research and Economic Development, to host international visiting scholars from underrepresented countries. 

We’ll measure success by doubling the number of students and international students from underrepresented geographic areas globally who attend UAlbany. 

Engagement and Service

We will build transformational partnerships that strengthen the University and our local and global communities.  

Strategy 1: Create an institutional culture that values and measures mutually beneficial partnerships with our communities. 

One way we’ll get there: Re-establish the role of the Provost Fellow for Publicly Engaged Research and Teaching within the Office of Academic Affairs to help foster a campus culture that recognizes and supports community-engaged and transdisciplinary research, teaching and learning.

We’ll measure success by increasing the number of faculty and staff who report engaged research, teaching and service and by doubling the number of students enrolled in a course with an attribute of public engagement, community service or related descriptors. 

Strategy 2: Respond to our communities' needs through faculty, staff and student knowledge and engagement, and by leveraging University facilities and assets. 

One way we’ll get there: Designate the Office of Government and Community Relations as the initial point of contact and event liaison for external groups and community partners who want to hold events on campus (e.g., Hugh O’Brien Youth Leadership, NYS Education Department Statewide First in Math Competition, Bloc Power, Dwyer Peer-to-Peer, Governor’s and state agency events, and Congressional events).

We’ll measure success by increases in publicly engaged teaching and scholarship. 

Strategy 3: Increase community member participation in University events and programs.

One way we’ll get there: Open to the Community – A series of both new and expanded events that invite the community to explore what our campus has to offer. Events include Showcase, Research & Entrepreneurship Week, and the Big Event community service day, and new events such as a Community Partners Thank You for Capital Region organizations and agencies, a Community Block Party in connection with an athletic event, and NANOvember, public programming to highlight nanotechnology.

We’ll measure success by increases in public attendance at events and a community survey of satisfaction.