Skip Navigation
Search

Implementation

At the recommendation of the SBI Steering Committee and with the approval of leadership and the President and Provost, the following initiatives will begin implementation starting in June and into the new fiscal year:

Enhance Research

Support increased faculty research activity

Recommendations

Establish a Strategic Research Group by convening associate deans of Research, the Vice President of Research, and the Provost, among others.

·   Identify key performance indicators (KPIs) to measure progress

·   Design seed grant approaches

·   Determine set of Working Group recommendations for implementation (team building, innovation, industry connections)

UPDATE: The Strategic Research Council has been established and held its first meeting in October.

Develop a strategy for managing research space.

·    Create a cross-functional Research Space Team, reporting to the Strategic Research Group, to begin space inventory and planning

·   Identify a third party to conduct a research space inventory (West Campus)

·   Identify peer benchmarks to inform KPIs

UPDATE:  Alfredo Fontanini is serving in a newly developed position, Vice Provost for Research and Infrastructure, a key role that will connect our research academic needs with facilities. Stony Brook is partnering with an external advisor to support a comprehensive research infrastructure assessment. Dr. Fontanini and team will also examine our infrastructure in terms of age, financial sustainability, and governance and management.

Expand OVPR team to support proposal development.

·   Establish hiring plan; 5-year investment until IDC grows to match increased personnel costs (6, plus 2+2)

·   Develop a budget to support investment plan

UPDATE: Two positions were created and filled in September to support proposal development. We’re currently recruiting for four new positions in the offices of Sponsored Programs and Grant Management to better support our investigators throughout the lifecycle of grants.

Enhance support of postdocs and early career PhD graduates.

·   Create Postdoc hiring track

·   Amend recent PhD policy to extend employment to one year (Phase 2)

UPDATE: A new postdoc hiring track, in additional to the traditional model, is expected to be approved this fall. In addition, a new HR Facilitator position will assist PI’s as they recruit and appoint postdocs.

Support Academic Program Development

Improve incentives and coordination among academic units and expand Stony Brook’s education to new student segments

Recommendations

Implement Tuition Revenue Share for professional Masters programs.

·  Understand implications of debt forgiveness

·  Identify additional programs for inclusion (Dental, Medicine, etc.)

UPDATE: A new model has been developed, including debt forgiveness for the vast majority of programs, and is expected to be implemented in Fall 2021 in time to inform our master’s admissions process. It has received final approval and will be shared with the deans and department chairs in November.  The new approach will align institutional and individual incentives, create transparency in funding levels and timelines, and encourage innovation and entrepreneurship in program development.

Streamline program approval to clarify roles, responsibilities and timelines for new program approvals across campus.

UPDATE: This workstream will be the focus of additional work in Spring 2022.

MA program development and management (Phase 2).

·   Determine needs of new office in the Graduate School

·   Establish graduate admissions function and identify initial marketing needs

UPDATE: We launched the New Graduate and Health Sciences Admissions Office at the end of July, 2021, which is responsible for supporting graduate admissions efforts across the University with the goal of reducing complexity, streamlining workflows, and making the admissions process easier for all users, particularly our prospective students.

Additional activity around program management will be the focus of the Dean of the Graduate School in the coming year.

Create CP&EE office within the Provost Division.

·   Identify initial approach to support existing programs

·   Align programs closely with University mission

·   Implement a web portal for all programs

UPDATE: Progress is underway to create this office which will spearhead opportunities in continuing and professional education. More information will be shared in Spring 2022.

 

School of Medicine and Health Sciences

Improve processes to interact with and support each other

Recommendations

Create a more uniform process for managing clinical placements.

·       Establish a Clinical Placement Office

UPDATE: We are developing a new process that matches the academic requirements of our healthcare students with the needs of our healthcare teams. Our goal is to have recommendations shared with senior leadership by the end of the semester.  More information will be shared in the new year.

Identify a technology solution to support clinical placement needs (Phase 2).

·       Advance work completed to date to identify requirements, solution and vendor

UPDATE: This initiative is part of the next phase of implementation and work will begin to find to appropriate solution once recommendations have been received and resources identified.

Create a solution to support identified dental billing issues.

UPDATE: This issue has already been addressed and resolved.

Human Resources

Reduce administrative burdens by automating processes and streamlining roles and responsibilities

Recommendations

Implement HR technology and process changes.

·   Time and leave management (Implement new Kronos instance)

·   Workflow improvements (Phase 2)

·   Ensure Interfolio interfaces with PeopleSoft

UPDATE: We’re working to replace paper-based HR systems with user-friendly technology solutions, beginning with an improved time and leave management process. Beta tests on new self-serve functionality for common HR processes (e.g. change of address etc.) will be starting in Spring, as part of a phased and gradual roll out of new technology.

Implement HR organizational and role changes.

·   Define HR & VPC roles

·   Clarify recruitment and hiring structure (Phase 2)

UPDATE: This work is underway and more information will be shared in the Spring.

 

Revenue and Cost Containment

Build new opportunities to grow Stony Brook’s resources

Recommendations

Establish a permanent contract evaluation team.

·   Implement online inventory

·   Roughly $15M in savings over 3 years

UPDATE: We are establishing a permanent Contract Evaluation Team in order to continuously identify opportunities to save resources without impacting performance or support of our academic, research and health mission, with the goal of saving $15 million over the next three years.

Begin establishing a sponsorship and branding office (Phase 2)

UPDATE: A small team, led by Advancement including faculty, staff and students is working to establish a new Office of Corporate Relations, a new “front door” to the university to create more effective relationships with local and regional organizations to support revenue-generating corporate sponsorships, philanthropic initiatives, student recruitment, and corporate sponsored research.  More information on this initiative will be shared in Spring 2022.

Establish a plan to consolidate processes to support Conferences & Events.

·   Continue work on revocable permit process and explore insurance options

UPDATE: Streamlining Conferences and Events on campus is underway with a small team charged with removing some of the barriers to more effective utilization of the facilities, including insurance and permitting processes, and by creating an entry point for faculty and staff to support hosting conferences on campus.

 

Stony Brook leadership has identified one-time funding to support the implementation costs for this initial group of recommendations.