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 Engineering
1




Tabl e 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


1
Thanks 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

UAl bany/CNSE/IT Impl ementation 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 CNSE’s 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 Governor’s 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 York’s economic revitalization.
In response to the working group’s 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 Board’s 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 Impl ementation 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 team’s 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 UAlbany’s 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
SUNY’s 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 UAlbany’s future in the absence of its Center of
Excellence. The team discussed UAlbany’s other substantial academic and research strengths
and worked to determine a plan for strategically redefining the University’s 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 CNSE’s 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 CNSE’s
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
!"##$%& ()*+,$%
-..&/$0+&. $.*
1&22)3,+$%+4$0+&. 5"6
"#$$%&'( )*

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 CNSE’s 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 society!”
6
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 CNSE’s statewide network of innovation, education, and
economic development facilities and partnerships across Upstate New York. CNSE’s 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 institution’s 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 Valley’s 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 SUNYIT’s 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 CNSE’s 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
SUNYIT—one 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, SUNYIT’s
SUNY Senator, and wide representation from SUNYIT’s 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 SUNYIT’s 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 body—akin to
the President’s ‘Leadership Council’—will 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 institution’s 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 degrees!
9


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 CNSE’s current academic
programs with no modifications other than changing the institutional home. CNSE’s 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. CNSE’s
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 UAl bany

UAlbany, one of SUNY’s 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
master’s 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 University’s 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 UAlbany’s 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 CNSE’s separation, the University at Albany will no longer have a State-designated Center
of Excellence and a Center for Advanced Technology. UAlbany has SUNY’s 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
Officeofthe
Chancellor
State IUniversity Plaza
Veu> York
12246
518 44
fax- 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 of
the College of Nanoscale Science and Engineering of the
University at Albany
I recommend that the Board of Trustees adopt the following resolution:
Whereas the natural evolution of disciplined human exploration has
led to the emergence of nanotechnology as the primary enabler for
discovery, innovation, and education in science and engineering in
the 21st century; and
Whereas the importance of nanoscale science and engineering
know-how to the national and international research and
educational agendas is best captured in the multi-billion dollar
National Nanotechnology Initiative ("NNI"), signed into law by the
U.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, the
Board of Trustees established the College of Nanoscale Science
and Engineering ("CNSE") as a separate academic unit within the
University at Albany ("UAIbany") headed by a Vice President who
serves as its chief administrative officer reporting directly to the
President of the University; and
Whereas through Resolution No. 2004-41 the Board of Trustees
has tasked CNSE with an overarching mission to "enable the
discovery and dissemination of fundamental knowledge in the
emerging interdisciplinary fields of nanotechnology and provide the
citizens of New York with a comprehensive education of the highest
quality"; 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 <ortland • Empire State Callege • SUNY Frcdonia
• SUNY Gcncsco • SUM New Palo • SUM Old Wcstbury • College ai Onconta • SUNY Oswego • SUM Plattsburgh • SUNY Potsdam • Purchase College TECHNOLOGY COLLEGES
Ufred State ( allege • SUNY Canton • SUNY Coblcskill • SUM Delhi • farmingdalc State College • Maritime College • Morrisville State College • SUNY Institute ofTechnology
COMMUNITY COLLEGES Adirondack • Broomt •< ayuga <i>unty*< :iinton*< olumbia-Grcene • Corning • Dutchess* Erie- Fashion Institute of fcchnolog) • Eingei Lakes* Fulion-Montgomer)
• Genesee • Hcrkimci (lount) • iliaison Valley • lamcsiown • Jefferson • Mohawk Valley • Monroe • Nassau • Niagara Count) • North ( oumry • Onondaga • ((range County • Rockland •
Schcncctad) Count) • Suffolk Count) 'Sullivan* ount) • Fompkins Cortland • Ulster <ountj • Westchestei
Board Resolution -2- November 18, 2008
Whereas CNSE has successfully established itself as a world-class
leader in the global nanotechnology driven knowledge economy of
the 21st century owing to multi-billion dollar strategic investments
that cover the entire spectrum of nanoscale science and nanoscale
engineering innovation and education programs, including research
and development, workforce development and education, product
prototyping and commercialization, and economic outreach and
business promotion; and
Whereas CNSE has further demonstrated its global role as an
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 a scholarly innovation
and education resource of the highest quality; and
Whereas the success of CNSE is attributed to a critical extent to its
distinctive administrative structure and operational blueprint that
combines academic freedom to promote creativity and discovery
and fiscal responsibility to drive entrepreneurship and
accountability, including interdisciplinary faculty constellations that
act as think tanks for cross-disciplinary innovations in education
and research, and a management paradigm that rewards scholarly
achievements, entrepreneurship, outreach to business and
industry, and timely delivery of scientific and technological
solutions, all within the established metrics of research, teaching,
and service; and
Whereas CNSE has been tasked with a business development and
economic outreach mission to establish and retain across the State
of New York the critical mass of intellectual and physical resources
and capabilities including clusters of technical and engineering
units from equipment, materials, and component suppliers,
research and development teams, and manufacturing groups
necessary to ensure optimum execution of nanotechnology-
enabled research and manufacturing programs, leading 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 CNSE has been additionally tasked with a state-wide
workforce development and educational outreach mission that aims
to assemble and deploy the critical intellectual and physical
resources necessary to support appropriate educational institutions
Board Resolution -3- November 18, 2008
and not-for-profit organizations in the creation of the complete
instructional continuum from K-12, through certificate level skills
training, and two- and four-year curricula, leading to the full array of
nanotechnology-enabled degree granting programs; and
Whereas CNSE is required to expand and broaden its critical mass
of intellectual know how and state-of-the-art infrastructure to
continue advancing its mission as a public-private, vertically
integrated, global multiplex for the conversion of long-term
prospective nanotechnology-enabled innovations into real business
opportunities and revenue-generating programs within its
technically aggressive and fiscally competitive nanotechnology
development and deployment environment; and
Whereas in view of its universally recognized regional, State-wide,
national, and global research, education, and economic outreach
initiatives, CNSE has recently developed and the UAIbany
President has approved a restructuring of its management and
administrative platforms, and a realignment of the titles and
associated designations of its executives to more accurately reflect
their increased duties and responsibilities, and better position them
to be on par with their counterparts within the global corporate
partners, federal agencies, national laboratories, research
universities, and private business collaborators-including the
promotion of Professor Alain E. Kaloyeros to CNSE Senior Vice
President and Chief Executive Officer; now, therefore, be it
Resolved that the Board of Trustees hereby confirms the
appointment of Professor Alain E. Kaloyeros as CNSE Senior Vice
President ("SVP") and Chief Executive Officer ("CEO") and further
assigns him, in addition to his current UAIbany-wide duties,
obligations, privileges, and responsibilities, full administrative,
academic, and fiscal authority over CNSE's internal management
and operations, and those pertaining to the mission of CNSE as a
state-wide educational, research, and economic outreach resource-
-said obligations, duties, and responsibilities being fully comparable
and equal to the authority exercised by a SUNY President in the
administration of an assigned campus, including the authority to
exercise said obligations, duties, and responsibilities in coordination
with, where appropriate, such SUNY and UAIbany administrative
offices as may be necessary or appropriate, and in accordance with
the laws, rules, regulations and policies of the State of New York,
SUNY and UAIbany, the provisions of any applicable collective
bargaining 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 CNSE
Faculty Council; and be it further
Resolved that the Board of Trustees vests in the CNSE SVP and
CEO, as part of said duties, responsibilities, and obligations, the
budgetary and fiscal authority on behalf of CNSE including, but not
limited 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 to
SUNY the CNSE annual operations budget request and to SUNY
and the State University Construction Fund ("SUCF") the CNSE
capital construction plan and budget request, separately and
independently from UAIbany's annual operations budget request
and capital construction plan and budget request, in consultation
with the SUNY Provost and Vice Chancellor for Finance and
Business, as necessary; and be it further
Resolved, that in his capacity as CNSE SVP and CEO, Professor
Alain E. Kaloyeros shall report to the Chancellor and the Board of
Trustees, and the SUNY Chancellor shall hereby develop and issue
a formal letter of appointment to Professor Kaloyeros outlining the
specific administrative, academic, and fiscal obligations, duties, and
responsibilities to be exercised by him in full compliance with this
resolution; and be it further
Resolved that the Board of Trustees reasserts the UAIbany-wide
duties, obligations, privileges, and responsibilities to be exercised
by Professor Kaloyeros in his role as Vice President and Special
Advisor to the President for University-wide Economic Innovation
and Outreach. In his capacity as Vice President and Special
Advisor to the UAIbany President for University-wide Economic
Innovation and Outreach, Professor Kaloyeros will continue to
report to the UAIbany President and, with the exception of his
appointment as a member of the UAIbany faculty, serves, in that
capacity, at the pleasure of the UAIbany President.
Background
In response to the rapid changes and emerging needs in the research
and instructional landscapes, the UAIbany President recommended and in
April 2004 the Board of Trustees by resolution unanimously approved the
creation of the College of Nanoscale Science and Engineering (CNSE) as a
separate UAIbany academic unit headed by a Vice President reporting directly
to the UAIbany President.
Board Resolution -5- November 18, 2008
The action by the Board of Trustees was followed by an open dialogue
and extensive collaborative process between the UAIbany University Senate
and CNSE faculty that affirmed an overarching and mutual commitment to a
unified UAIbany faculty governance structure, and established the standards
for the various degrees of autonomous CNSE faculty governance in the areas
of graduate curricula, academic standing and appeal, continuing appointment
and promotion, and research. The resulting CNSE Faculty Bylaws and CNSE
Faculty Council Charter were endorsed by the UAIbany University Senate and
CNSE Faculty Council in December 2004, and approved by the UAIbany
President.
A key aspect of the CNSE mission is to assemble and deploy the
critical mass of vertically and horizontally integrated industry-university-
government consortia and public-private partnerships to convert enabling
nanotechnology innovations and atomic scale scientific breakthroughs into real
business opportunities and revenue-generating ventures within a technically
aggressive and fiscally leveraged technology development and deployment
environment. As such, CNSE is serving as a global resource for
comprehensive R&D and prototyping of the highest caliber, leading to the
discovery and dissemination of fundamental knowledge concepts and new
frontier scientific principles in the emerging interdisciplinary fields of
nanotechnology. In so doing, this multiplex of higher learning is providing the
impetus needed to attract high-tech industry to locate, relocate, and expand in
the State of New York by affording them access to world-class intellectual
assets, state-of-the-art-facilities, and highly-skilled, highly-educated workforce
in next generation scientific disciplines-all essential prerequisites for high-
technology companies to compete successfully in the global knowledge-driven
economy of the 21st century.
The success of the CNSE business model is perhaps best documented
by the scope and resources of its CNSE Albany NanoTech "Megaplex"-the
most advanced R&Dresource of its kind at any university in the world. $4.5B
in public and private investments have created a 450,000-square-foot
infrastructure that houses a fully-integrated, 300mm wafer, nanochip pilot
prototyping and demonstration line within 65,000 square feet of Class 1
capable cleanrooms. A major expansion currently underway will increase the
size of the CNSE Albany NanoTech Megaplex to 850,000 square feet with
85,000 square feet of class 1 cleanrooms.
The CNSE success to-date would have been impossible without the
autonomous management platform and separate operational blueprint that are
at the core of CNSE.
More importantly, CNSE is currently preparing to launch the next phase
of its strategic plan and associated implementation blueprint, including critical
Board Resolution -6- November 18, 2008
expansions and major additions in its educational programs, research
partnerships, global economic outreach and, as a result, its national and
international academic, technological, and business standings. As part of the
next phase of the CNSE strategic plan, CNSE is being tasked with a business
development and economic outreach mission to establish and retain across
the State of New York the critical mass of intellectual and physical resources
and capabilities including clusters of technical and engineering units from
equipment, materials, and component suppliers, research and development
teams, and manufacturing groups necessary to ensure optimum execution of
nanotechnology-enabled research and manufacturing programs, leading to
the creation and retention of high-paying, high-technology jobs and ensuring
maximum return on investment for the State of New York. In addition, CNSE
is being tasked with a state-wide workforce development and educational
outreach mission that aims to assemble and deploy the critical intellectual and
physical resources necessary to support appropriate educational institutions
and not-for-profit organizations in the creation of the complete instructional
continuum from K-12, through certificate level skills training, and two- and four-
year curricula, leading to the full array of nanotechnology-enabled degree
granting programs and opportunities.
The success of the next phase of the CNSE implementation roadmap
requires restructuring of its current management and administrative functions
to enable expanded flexibility and further autonomy within the UAIbany
administrative structure to enable it to quickly and effectively respond to the
ever evolving R&D and educational landscape at the regional, State, national,
and international levels.
Within this modified CNSE autonomy model, all terms and conditions of
the current agreements between the UAIbany University Senate and CNSE
Faculty Council, as set forth in the provisions of the CNSE Faculty Council
Bylaws and Charter and UAIbany University Senate Resolution 0405-01R, will
remain in full force and effect, including all provisions governing CNSE faculty
promotion and continuing appointment and academic curricula development.
The CNSE faculty will continue to serve as UAIbany faculty, the CNSE student
enrollment will continue to be part of the UAIbany overall enrollment plan, and
CNSE's academic curricula will continue to be part of the UAIbany instructional
portfolio and be developed and advanced through the current UAIbany
administrative 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- J uly 16, 2013



Jul y 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 Cuomo’s 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 State’s economy and a catalyst for enhancing the
quality of life for the State’s citizens; and


Board Resolution -2- J uly 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 CNSE’s 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
UAlbany’s 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- J uly 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 Chancellor’s 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- J uly 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
NEN0RANB0N
Becembei S, 2u1S
T0: Chancelloi Nancy L. Zimphei
FR0N: S0NY Institute of Technology College Council
S0B}ECT: Enuoisement of a Foimal Neigei Between S0NYIT anu the S0NY College of
Nanoscale Science anu Engineeiing
Resolution
WBEREAS, uoveinoi Anuiew Cuomo's compiehensive euucation, woikfoice
tiaining, job cieation, anu economic giowth agenua foi New Yoik pioviues
stiategic investments foi highei euucation, ieseaich anu uevelopment, anu
technology tiansfei- especially in the emeiging nanotechnology sectoi - in
New Yoik State anu fosteis ciitical paitneiships between State goveinment,
the piivate sectoi anu the State 0niveisity of New Yoik; anu
WBEREAS, unuei the leaueiship of uoveinoi Anuiew Cuomo, New Yoik has
leu the 0.S. in multibillion uollai stiategic investments in innovation anu
euucation piogiams that covei the entiie spectium of the nanotechnology
sectoi, fiom long-teim innovative ieseaich anu uevelopment, to woikfoice
uevelopment anu euucation, to piouuct piototyping anu commeicialization;
anu
WBEREAS, unuei the leaueiship of Chancelloi Nancy Zimphei, "The Powei of
S0NY" stiategic plan is quickly establishing S0NY as a key engine foi the
ievitalization of New Yoik State's economy anu a catalyst foi enhancing the
quality of life of the State's citizens; anu
WBEREAS, the S0NY Institute of Technology (S0NYIT) aspiies to be the
iegional leauei in the Nohawk valley in Baccalauieate, Nasteis, anu Boctoial
level euucation, anu woikfoice tiaining in the fielus of engineeiing, science,
technology, business, health science anu, especially, in the emeiging uisciplines
of nanotechnology; anu
WBEREAS, S0NYIT aspiies to be - anu the economic health of the Nohawk
valley uemanus that it be - a key engine foi economic ievitalization of the
iegional economy anu a catalyst foi enhancing the quality of life of the Nohawk
valley's citizens in line with the uoveinoi's anu Chancelloi's collective vision of
public-piivate paitneiship; anu
WBEREAS, it is financially impeiative that S0NYIT immeuiately anu
consistently giow its eniollment anu uegiee offeiings to ieach a level of
financial health, viability, anu sustainability so that it may expanu its full-time
faculty oi iisk uiamatic ieuuctions in acauemic piogiams anu staffing; anu
WBEREAS, S0NYIT's giowth in giauuate euucation piogiams, its euucational
anu ieseaich anu uevelopment leaueiship in the Nohawk valley iegion, anu its
ability to cieateu long-teim, successful public-piivate ieseaich anu
uevelopment paitneiships ciitically uepenus on the ability to offei Ph.B. level
uegiees; anu
WBEREAS, the Nohawk valley anu S0NYIT aie being tiansfoimeu thiough the
vision of uoveinoi Anuiew Cuomo's $1.SB Nano 0tica acauemic anu ieseaich
paitneiship with the S0NY College of Nanoscale Science anu Engineeiing
(S0NY CNSE) anu leauing global piivate sectoi companies; anu
WBEREAS, theie exists a unique anu exciting oppoitunity thiough S0NY
CNSE's sepaiation fiom the 0niveisity at Albany foi a foimal meigei between
S0NY CNSE anu S0NYIT into a single uegiee-gianting entity that will
uiamatically auvance S0NYIT's giowth potential, its ieseaich capability, its
acauemic piogiam poitfolio - incluuing Ph.B. piogiams, its ability to giow
eniollment, its ability to giow anu ietain full-time faculty, its ability to fostei
faculty ieseaich anu scholaiship; anu
WBEREAS, a foimal meigei between S0NY CNSE anu S0NYIT will cieate a new
science, engineeiing, anu technology ieseaich anu euucation poweihouse,
unique in the S0NY system with access to the most auvanceu, extensive, anu
complete nanotechnology ieseaich anu uevelopment infiastiuctuie anu
acauemic nanotechnology uegiee poitfolio at any univeisity in the woilu; anu
WBEREAS, a foimal meigei between S0NY CNSE anu S0NYIT will cieate
unpaialleleu oppoitunities foi cuiient anu futuie stuuents fiom the Nohawk
valley anu the whole of New Yoik State in teims of access to cuiient anu futuie
CNSE¡S0NYIT piogiams anu facilities, piomote eniollment giowth at S0NYIT
anu CNSE, suppoit acauemic piogiam anu full-time faculty expansion at
S0NYIT anu CNSE, anu piomote economic ievitalization of the Nohawk valley
anu New Yoik State; now, theiefoie be it
RES0LvEB, that the S0NYIT College Council fully enuoises a foimal meigei
between S0NY CNSE anu S0NYIT foi the ieasons stateu above anu in the best
inteiests of the stuuents, faculty, anu staff at S0NYIT; anu be if fuithei
RES0LvEB, that the S0NYIT College Council fully enuoises Acting Piesiuent
Robeit ueei engaging with S0NY CNSE CE0 Alain E. Kaloyeios anu Chancelloi
Nancy L. Zimphei to constiuct a piocess wheieby a foimal meigei between
S0NY CNSE anu S0NYIT can take place; anu be it fuithei
RES0LvEB, that the S0NYIT College Council iespectfully uiges the Chancelloi
to enuoise anu submit the foimal meigei of S0NY CNSE anu S0NYIT to the
S0NY Boaiu of Tiustees foi ieview anu submission to the New Yoik State
Euucation Bepaitment, the New Yoik State Boaiu of Regents, anu the uoveinoi
of New Yoik, Anuiew N. Cuomo.


www.suny.edu

Sign up to vote on this title
UsefulNot useful