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Office of the President

Strategic Plan: 2013 to 2018



Enrich and Expand Academic Programs

Zicklin's reputation and centrality to the College are increasingly complemented by Weissman's emergence as a high-quality liberal arts school and MSPIA's growing profile in government and the nonprofit sector.

  1. Enhance the excellence, Distinctiveness and cross-Pollination of Baruch's three Schools
    • Enhance Zicklin's Distinctiveness and competitiveness
    • Build on SPA's research Strength and engagement with Organizations in the sectors it serves
    • Establish Weissman as a Destination liberal arts college
    • Create new cross-School Master's Programs
  2. Strengthen the Foundations of academic excellence across the college
    • Recruit, Develop and retain an internationally recognized Faculty
    • Develop a Strategy to expand and Strengthen Baruch's Honors Programs
    • Expand Baruch's capacity for and Participation in Online education

Successes

AACSB reaccreditation

Business PhD degree awarded jointly with Grad Center

New Zicklin Honors program (undergraduate)

New MS in Financial Risk Management established

New BBA in International Business established

Masters in Financial Engineering ranked #3 in nation

Enhance the Academic and Co-Curricular Experience

Access and excellence will remain the keystone of the College's mission as we attract academically strong students, expand advising and tutoring, and increase Learning Communities.

  1. Increase the Academic Caliber of Baruch Students
    • Determine the optimal balance of transfer and first-time students, of graduate and undergraduate students, and of students across the three Schools
    • Improve Baruch's competitiveness in attracting and enrolling academically strong students
    • Expand the non-classroom academic support, tutoring, and instruction that aid students in ac-quiring advanced communication and quantita-tive skills
    • Coordinate the extensive assessment of student learning
  2. Improve Academic Transition and Support Services
    • Craft seamless academic and career advising processes that blend the two from the start of a student's education at Baruch and connect with curricular activity in each School.
    • Increase the number of new students, both first time and transfer, who are placed into Learn-ing Communities at the start of their Baruch education.
    • Continue to support and adhere to CUNY's policies on the enrollment of undocumented students.
    • Formalize and expand advisement that prepares students to apply for prestigious fellowships

Deepen Engagement with the World Outside the Campus

The hallmark of a Baruch education will be a global perspective on world affairs and critical awareness of the political and ethical issues of the day.

  1. Leverage the Breadth and Richness of Baruch's Relationships with New York City Organizations
    • Engage students in internships, service learning, faculty contract research
    • Establish greater coordination of Baruch's numerous relationships with public, private and not-for-profit organizations in the greater New York City area
    • Emphasize the importance of translational research—i.e., the ability to apply research results to communities of practice—as a means for Baruch to increase its engagement with the communities around it.
  2. Make a Global Perspective Central to the Baruch Experience
    • Build links between the cultural diversity of the student body and the College's international and global initiatives.
    • Capitalize on the extraordinary linguistic diversity of Baruch's student body to reinforce and develop students' proficiencies in languages other than English, creating innovative academic and co-curricular programming
    • Develop initiatives that meaningfully bring global perspectives into curriculum and pedagogy
    • Increase the number of programs and activities that encourage formal and informal cross- cultural interactions among Baruch students.

Establish Effective College-Wide coordination and Collaboration

Achieving the strategic goals requires the College to become a friendlier, more transparent, and more inviting place to study and work.

  1. Re-engineer the College's Basic Business Practices
    • Identifying multiple-unit processes and under-standing the hand-offs from unit to unit
    • Recommending a collaborative structure for addressing such routine points of friction as billing, invoicing, registration status, and payroll, among others
    • Promulgating a model to improve customer service at the College in all service and academic units
  2. Enhance the College's Reputation and Market Position with an Integrated, College-wide Communications and Marketing Strategy
    • Enhance the College's reputation internally and externally through consistency of messages and integration of the College's communication strategy
    • Continue implementation of a centralized market-ing, public relations, and public affairs
    • Expand public affairs efforts beyond the city and state to include advocacy for Baruch College and public education at the federal level.

Strengthen Financial Foundation and Infrastructure

As public funding fails to keep pace with the needs and aspirations of public universities, the College will need to generate significant new resources through revenue-producing initiatives, contract research and public-private partnerships, sponsored research, and new master's programs as well as vigorous ongoing fundraising and alumni support.

  1. Establish a Sustainable Funding Plan
    • Undertake a comprehensive analysis of ongoing programs and initiatives at both the College and School level that are currently funded with "soft-money" and at risk of exhausting their resources in the coming ten years.
    • Prioritize such initiatives, privileging those that provide out-of-classroom instruction and sup-port (such as writing and oral communication skills and career preparation, among others) or represent contractual obligations.
    • Develop a plan to generate sustainable funding for the identified programs and initiatives that diversifies their sources of support
  2. Increase Earned Income Through Expanded Executive Education and Contract Research
    • Identify the most promising opportunities in the areas of executive education and contract research
    • Take advantage of current contractual faculty workload arrangements to encourage executive education and contract research collaborations
    • Expand Baruch's noncredit executive education programs and that of Continuing and Profes-sional Studies in general.
    • Develop better physical facilities (including a new world-class executive education teaching facility), marketing strategies, and customer ser-vice to foster the growth of executive education and contract research.