Strategic Plan 2017-2022
As Stevens enters its next decade of progress, our mission remains constant: to inspire, nurture and prepare students for an increasingly complex and technology-centric world, to develop innovative solutions to the most challenging problems of our time and to expand the frontiers of knowledge.
The Future. Ours to Create.
Launched in 2012, the University's 10-year strategic plan, entitled, The Future. Ours to Create., charted a course for Stevens to become a premier, student-centric, technological research university.
From 2012-2017, with the focus, perseverance, and dedication of the entire Stevens community, the University has made significant progress on many of the goals and metrics identified during the 2011-2012 strategic planning process. Due to these efforts, and by objective and independent standards, Stevens achieved the status of the third-fastest rising university in the nation.^
In 2017, the midpoint of the 10-year implementation period, President Nariman Farvardin initiated a process to engage the entire Stevens community in reviewing and updating the Strategic Plan to refocus and refine the Plan for its final five years of implementation. While adhering to the original, ambitious institutional mission, vision, and strategic priorities identified in the 2012 document, the revised Plan adjusts priorities and targets based on progress achieved, challenges realized, and new circumstances and conditions.
This updated version of the Strategic Plan, The Future. Ours to Create. 2017-2022, was adopted by the Stevens Board of Trustees and endorsed by the Faculty Senate and the Executive Committee of the Stevens Alumni Association in Summer 2017.
This plan consists of 32 goals classified into six broad categories:
Undergraduate Studies and Experience
Graduate Studies and Experience
Research and Scholarship
Culture and Governance
Internal Bridges
External Bridges
It places renewed emphasis on several essential themes that will advance Stevens as a solution-oriented, forward-looking institution with global impact:
Modest, steady enrollment growth at both the undergraduate level and graduate levels, with a parallel increase in the academic profile of incoming students
A concomitant increase in full-time, high-quality faculty with targeted faculty hiring in areas of strategic priority
Growth in research expenditures and Ph.D. student enrollment and development of a support infrastructure for the research and graduate studies enterprises, with resources, incentives, rewards, and accountability
Implementation of a resource allocation philosophy that aligns budgets with priorities and level of activity at the local level, empowers units with financial authority and accountability, and provides incentives for reasoned, high-quality growth
Increased goals for improved diversity among the student body and the faculty
Stevens will build strength in six inter- and multi-disciplinary “foundational pillars,” research and education domains of significant societal need in which the University possesses deep-rooted technical expertise and a strategic focus for the future:
Artificial intelligence, machine learning, and cybersecurity
Data science and information systems
Complex systems and networks
Financial systems and technologies
Biomedical engineering, healthcare, and life sciences
Resilience and sustainability
Powered by the momentum of the first five years of the original Strategic Plan and with the renewed energy of the revised plan and the contributions of the entire Stevens community, the University will continue its ascent toward the top tier of nationally-ranked technological research universities in the U.S.
^Based on the University’s 17-point ascent from 2012 to 2017 among the top 100 universities in U.S. News & World Report’s Best Colleges ranking.