THE FIVE YEAR GOAL
Stony Brook will support and strengthen its excellent faculty. Success is dependent on the imagination and energy of the faculty, and it is essential to encourage, recognize and reward their work. The University will create a family-friendly culture and a community in which faculty feel fairly treated and adequately supported in all their many endeavors. The faculty will be further diversified to more fully reflect the composition of the student body. An initiative to develop the arts at Stony Brook will make the campus a more exciting place for everyone, as well as invigorating the arts and humanities departments.
Implement the plan for addressing faculty salary issues and other means of rewarding excellence. (3.1, Provost; Vice President, Health Sciences Center)
The provost conducted two salary reviews to develop a plan for base-salary adjustments to reward faculty for research, teaching, and university service. The first review focused on women faculty; the second on the faculty as a whole. The plans were implemented in 2001 and 2002. In the Health Sciences Center excellence is rewarded through ongoing programs including the Medical School's Medicine Education Discretionary Pool and Research Excellence Pool, a program to reward service responsibilities and clinical productivity in Dental Medicine, and financial incentives for program coordinators and directors in Nursing.
Implement the plan to redress inequities experienced by women faculty. (3.3, Provost; Vice President, Health Sciences Center)
The provost has implemented recommendations made by the Women's Faculty Issues Committee, most notably a salary review for all women faculty and the posting and publicizing of leave options for women. A standing committee was established in spring 2003 to monitor progress on issues facing women faculty and report annually to the Provost. In the Health Sciences Center, efforts continue to recruit women faculty in the School of Dental Medicine; women are at least fairly represented in the other HSC schools.
Support junior faculty with orientation services, mentoring, start-up packages, and travel funding. Establish and publicize a competitive small-grants program for assistant professors in their first three years. (3.4, Provost; Vice President, Health Sciences Center; Vice President for Research)
An orientation program was developed to introduce new faculty to the campus services that support grant activity, from identifying potential sponsors to commercializing intellectual property. This program is offered twice a year, once on the West Campus and once in the Health Science Center, and a workshop on proposal preparation developed in 2002-03 will be offered annually. Additional campus initiatives, possibly including a small grants program, will be guided by recommendations from a faculty committee convened in spring 2003 to advise on the most desirable means of supporting junior faculty in their first three years. Departmental initiatives complement these universitywide efforts, and the campus allocation of indirect cost funds provides departments with discretionary funds for these purposes. For example, the School of Medicine supports junior faculty with preferential treatment for Target Research Opportunity funds and is developing plans for an enhanced mentoring program.
Establish an ongoing process to optimize the provision of sufficient, capable assistance to faculty applying for grant support and managing funded grants. (3.4, Vice President for Research)
A Research Services Advisory Committee was established to advise the vice presidents for research and administration on improving customer service in the offices that support faculty and staff conducting research and further integrating their operation. The Committee includes faculty and administrators experienced in the administration of research support. Current projects include electronic access to accounting reports through Lotus Notes, an electronic imaging system, and electronic forms, as well as continuing work the Research Foundation to bring the Oasis administrative software system to a satisfactory level of performance.
Assess the provision of secretarial and clerical support in academic departments and increase it where needed. (3.4, Provost; Vice President, Health Sciences Center)
The provost recognizes that some departments lack adequate levels of clerical support, but the current budget and mandated FTE reductions preclude staff additions. When the budget improves the provost will survey academic units to assess their staffing levels and add positions where additional support is needed. Secretarial support is adequate in Health Sciences academic departments.
Ensure that interdepartmental graduate programs and interdisciplinary programs have adequate resources to fulfill their teaching and research responsibilities. Possible actions include setting aside faculty positions for interdepartmental programs, channeling indirect cost return funds to them, and rewarding departments that contribute to them. (3.5, Provost; Vice President, Health Sciences Center)
Interdisciplinary programs, research centers and institutes receive support from indirect cost returns to support research initiatives and encourage new interdisciplinary endeavors.
Identify specific areas of mutual interest with neighboring facilities, such as medical imaging, neurosciences, and environmental science with Brookhaven National Laboratory, and molecular genetics with Cold Spring Harbor Laboratory. Establish joint seminar series, joint programs for graduate and undergraduate students, and jointly funded postdoctoral programs. (3.5, Provost; Vice President, Health Sciences Center; Vice President for Research)
A joint seminar series on environmental science will be initiated in 2003-04 under the aegis of the Center for Environmental Molecular Science, and shared interests in environmental/molecular toxicology led to the creation of a Stony Brook/Brookhaven Center in Molecular Toxicology. A seminar series on biomedical computing is under discussion by a Stony Brook/Brookhaven working group; other joint programs include a Stony Brook/Brookhaven program in small animal imaging with funding from the New York State Office of Science, Technology and Academic Research (NYSTAR), and a Stony Brook/Cold Spring Harbor program in molecular neurosciences. All these efforts include continued investment in graduate and postdoctoral training. An associate vice president for research was appointed in 2002 to further develop interdisciplinary research including institutional collaborations.
Create academic memoranda of understanding with clinical affiliates that emphasize School of Medicine missions and promote interaction between students and faculty at both institutions. Establish programs to develop the teaching skills of all clinical faculty. (3.5, Vice President, Health Sciences Center)
The School of Medicine has formal agreements describing its relationships with affiliated hospitals. Consistent with accreditation requirements, academic content and quality are controlled by the School's academic departments, and all affiliated teaching staff have faculty appointments at Stony Brook. The School of Medicine is planning programs to further develop the teaching skills of clinical faculty.
Provide shuttle services to and from Brookhaven National Laboratory for special events, and evaluate the demand for and feasibility of regularly scheduled shuttle services. (3.5, Provost, Vice President for Administration)
A feasibility study was conducted to compare the cost of providing shuttle
service with other transportation options. The most cost effective solution
is a direct Suffolk County Transportation bus route, and an agreement to initiate
this service has been drafted.
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