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Five Year Plan

ACADEMIC INFRASTRUCTURE,
STAFF AND ADMINISTRATION

THE FIVE YEAR GOAL

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 work ing conditions will attract and retain a strong professional and support staff.

2004-2005 PROJECTS

Implement the plan for improving the collections and staffing in University libraries. (4.1, Provost; Dean of Libraries; Director, Health Sciences Center Library)

The West Campus Libraries accomplished most of the objectives in their 2002 strategic plan despite budget limitations. They significantly increased their electronic resources, licensing 500 databases that include the full text of 15,000 journals. These electronic resources are especially strong in the sciences and also provide significant new content in the humanities and social sciences. Subscriptions were reduced in 2002-03, but the reduction was partially offset by shifting journals from print to electronic format. Fifty special collections were added to the Libraries’ resources in the last five years, including nationally prominent collections documenting the barcode industry, environmental protection, and Asian American cooking.

Staffing levels have increased slightly since 2000, and a number of new services were added. These include document delivery services for faculty in buildings without a branch library; a centralized electronic reserves service that places materials on Blackboard so students can read them 24x7; online reference services, both e-mail and real-time chat; and improved electronic access to full-text documents. The Libraries significantly increased their instruction program, providing instruction to 5,000 students each year, and service hours were expanded. Melville Library reading rooms are now open until 2:00 a.m. during the semester and 4:00 a.m. during exams. The Commuter Lounge is open 24x7.

Ensure that the computational needs of all Health Sciences schools and programs are met. Create a computer learning laboratory and library at the Dental School, and add computer clusters in the School of Medicine. (4.2, Vice President, Health Sciences Center)

The computational needs of health sciences students are met through the Barry S. Coller Learning Center in the Health Sciences Center Library, which includes a 65-workstation computer lab and two computer classrooms. Wireless networking is available throughout the Health Sciences Center building. A computer learning laboratory, the J. Howard Oaks Learning Center, was opened in the School of Dental Medicine in 2004.

Continue to expand the use of Internet technology to permit widespread dissemination of Stony Brook programs and services to the campus community and beyond, with the particular goal of videoconferencing at remote sites. (4.3, Provost; Vice President, Health Sciences Center)

The use of videoconferencing has expanded substantially in the last five years and will expand further in fall 2005 when a high-speed link is built to Stony Brook Manhattan. The West Campus has two conferencing facilities. One is used for a highly successful undergraduate course—SOC374/POL 374: Global Issues in the United Nations—which is taught by a former UN ambassador and permits students to discuss global issues with UN ambassadors and other officials. Videoconferencing is also frequently used for graduate student doctoral proposal reviews and dissertation defenses. The HSC maintains 12 locations with the necessary infrastructure to support videoconferencing. They are used daily for resident conferences, weekly for departmental Grand Rounds, monthly for continuing medical education and course directors meetings, and periodically for research conferences. Internet technology has supported the expansion of distance learning (see 7.3) and the further dissemination of information about Stony Brook through the campus Web site. Technological service enhancements include the widespread use of Blackboard, SOLAR, and other Web-based services (see 1.3 and 4.5).

Implement the plans for expanding and improving academic facilities including classrooms and laboratories. (4.4, Vice President for Administration)

The renovated and expanded Humanities Building opening in fall 2005 includes state-of-the-art lecture halls, classrooms, and other academic facilities. Improvements to existing facilities include renovation of the Harriman lecture hall, the Stony Brook Union auditorium, research facilities in Old Engineering and Graduate Chemistry, teaching laboratories in Challenger Hall and the Health Sciences Center, and classrooms in Health Technology and Management and Social Welfare.

Enhance administrative services based on ongoing assessment of their quality. (4.5, all vice presidents)

The quality of administrative services was assessed in spring 2003 by the Tenth Senate Survey of Faculty and Professional Staff. The results generally showed improvement from the previous survey though some areas for improvement were identified. An electronic suggestion box was piloted in spring 2005 to collect comments and suggestions for improving campus services. A variety of departmental assessments also support service improvement. For example, all Student Affairs departments conduct annual customer-service reviews.

The most significant administrative service enhancements during the period of this Five Year Plan derive from implementation of PeopleSoft and its Web portal, SOLAR. On the Web, students can register, view their academic and financial records, make payments, find jobs, select housing, perform various other administrative tasks, and receive administrative messages. Faculty and staff can manage personal information and view benefits and accrual information. The Research Foundation had initial problems with the Oracle business system for managing sponsored projects, but recent improvements and extensive user training have significantly improved its function. Other Web-based service enhancements include online applications, a new library system, a Human Resources forms library, the “FIXIT” Web site for submitting facilities work requests and tracking project completion, and resources for researchers including grant application forms and compliance materials. An electronic version of the “four-page form” (USB 299) required for all grant applications is in beta testing.

Continue to work to reduce restrictions placed on Stony Brook University Hospital by the State of New York. (4.5, President; Vice President, Health Sciences Center; Director and CEO, Stony Brook University Hospital)

Stony Brook University Hospital takes full advantage of the reduction in operating restrictions granted by New York State’s 1998 Flexibility Legislation and has been actively participating in the Healthcare Association of New York State (HANYS) effort to reduce the burdens imposed by Certificate of Need requirements. HANYS submitted recommendations to the New York State Department of Health for streamlining and updating the CON process.

Significantly increase staff diversity in areas where it is lacking. (4.6, all vice presidents)

Between fall 1999 and fall 2004 the percentage of state-funded staff from minority groups rose from 24.2 percent to 27.0 percent (excluding faculty and graduate students). The Hispanic staff increased most, rising from 507 to 644 (7.5 percent to 8.9 percent of the total). Asians increased from 6.3 percent of the total to 7.5 percent, and African Americans from 10.1 percent to 10.3 percent. The percentage of staff from minority groups increased in the professional, secretarial, and service/maintenance areas, and fell in the executive, technical and skilled-crafts areas. A variety of departmental initiatives contributed to these changes, and similar efforts are underway to increase the diversity of Research Foundation employees.

Work toward establishing career ladders for professional employees. (4.6, Vice President for Administration)

Human Resources has identified several career-ladder job groups—such as the Staff and the Instructional Support series—and the skills, qualifications, and primary duties associated with each level. Training “road maps” are being developed to provide guidance to employees and their managers on the professional training and development opportunities that can prepare employees to move up each ladder.

Keep abreast of ever-changing technology by providing and updating the equipment needed by staff and offering the associated training. (4.6, all vice presidents)

The Division of Information Technology (DoIT) monitors technology trends and maintains up-to-date software and equipment. DoIT provides training for Lotus Notes, PeopleSoft, and Microsoft Office products, and additional training is available online through SUNY’s SkillSoft program. All Peoplesoft users’ equipment was assessed during the implementation, and out-of-date equipment was replaced. PeopleSoft training was, and is, mandatory, offered frequently, and tailored to users’ specific needs. Extensive training has also been provided to support other technology upgrades such as the Oracle system for managing sponsored projects, electronic document capture and management in grant application and management functions, the Raisers’ Edge system in advancement, and specialized systems used by individual departments.

Stony Brook University Hospital is in the midst of a major multi-year modernization project that will include over $30 million in state-of-the-art equipment for services including operating rooms, imaging, bone transplantation, radiation therapy, and the heart center. The Electronic Patient Record (EPR) is a five-year, $30 million project to computerize all patient records. A new training facility was constructed to support the transition.

Develop short-term housing opportunities for new and visiting faculty, staff, and postdoctoral associates in Shorewood and the Conference Center. Explore the possibility of adding other locations including the use of housing at Brookhaven National Laboratory. (4.6, Vice President for Administration, President)

Three properties in Old Field are now available for the short-term accommodation of new faculty, staff, and distinguished guests of the University: Shorewood, Atwood, and the Childs Mansion. A new caretaker has improved their maintenance and services. Together they can accommodate eight individual guests and one family.


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