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Five Year Plan



Stony Brook will have a strong infrastructure to support teaching and research. The campus will have excellent libraries and first-rate information systems. Administrative structures and processes will be efficient and effective, and working conditions will attract and retain a strong professional and support staff.

2000-2001 PROJECTS

Assess the feasibility of realizing efficiencies through the centralization of institutional site licenses for software and volume discounts for hardware. Develop a plan for increased centralization where it is efficient. (4.2, Chief Information Officer)

Hardware purchases have been centralized in Computer Corner, the campus computer store, where students, faculty and staff can purchase standard machines from selected vendors at prices below the discounted rates available through state contracts. Other equipment can be purchased at a discount through these contracts. Software discounts are provided via site licenses for a variety of products, including SPSS, SAS, MatLab, Multinet, Maple, CSLG (DEC Products), and ESRI products (pending). The University also holds licenses for Lotus Notes, Lotus Smart Suite, McAfee anti-virus, CBT Systems (computer-based training), Oracle DBMS and other Oracle products. A spring 2001 web survey will gather information from the campus community to identify other products for which site or multi-seat licenses would be efficient.

Standardize the e-mail system wherever possible and desirable. Improve access to travelers, and set up a central e-mail system that accepts industry standard formats and directs mail with the encoding appropriate to the recipient. (4.3, Chief Information Officer)

Lotus Notes is well-established as the campus e-mail system, and a strong infrastructure, including training programs, has been created to support large numbers of campus users. During 2001-2002, the Health Sciences Center will move to Notes as the preferred e-mail platform. Off-campus e-mail access is provided through a web interface to Notes, which will be significantly improved in July 2001 when an upgraded web-based facility is released.

Upgrade faculty offices through the quality-of-life initiative that funds faculty office renovations and office furniture. (4.4, President, Vice President for Administration)

To date over 450 faculty offices have been painted and many have received new furniture through the quality-of-life initiative.

In recruitment and all other initiatives, convey a unified University vision that is embraced by all. Make internationalization and diversity part of the University's mission statement. (4.5, President, Provost)

An integrated advertising campaign was initiated in 2000 to promote student recruitment and burnish the image of Stony Brook as a first-rate university. Ads appear in national publications such as the New York Times, U.S. News and World Report, and Newsweek as well as regional media. The advertising program complements a publications program that presents a unified university image, including a coordinated set of graduate program brochures. Student recruitment initiatives have also been expanded to include regular spots on the radio and television and the distribution of materials in high schools and stores frequented by young adults.

Stony Brook’s public relations materials convey the University’s five-part mission: to provide comprehensive undergraduate, graduate, and professional education of the highest quality; to carry out research and intellectual endeavors of the highest international standards that advance theoretical knowledge and are of immediate and long range practical significance; to provide leadership for economic growth, technology, and culture for neighboring communities and the wider geographic region; to provide state-of-the-art innovative health care, while serving as a resource to a regional health care network and to the traditionally under-served; to fulfill these objectives while celebrating diversity and positioning the University in the global community.

Identify areas where there is a lack of staff diversity. (4.6, President)

The Office for Diversity and Affirmative Action prepares annual analyses of the campus workforce which identify staff categories lacking diversity by comparing campus employees with the labor pools from which they are drawn. These analyses are presented to the President’s Cabinet, vice presidents, deans, chairs and department heads as the basis for campus hiring goals and departmental plans for increasing diversity. For example, the last Affirmative Action Plan set goals for three secretarial/clerical job categories in which ethnic minorities were underrepresented; two of these goals were met, and progress was made toward the third.

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