Post on 13-Feb-2017
December 2016 School of Science Performance Plan for FY18 Page 1
Rensselaer School of Science “ S c i e n t i a p r o V i t a e ”
Performance Plan
FY 2018
Curt M Breneman
Dean, School of Science
January 25, 2016
ExecutiveSummary:
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ThecoremissionoftheSchoolofScienceistoadvancetheinterdisciplinaryfrontiersofsciencethroughleadershipinresearchandeducation.WewillaccomplishourmissionbymaximizingexistingsynergieswiththeotherfourSchoolswhilesimultaneouslyfocusingononlythemostimpactfulareasofresearchinbasicandappliedscience.ThroughastrategyofInstitute-widecooperation,wewillalsodevelopinnovativepedagogiesthatwillprovidestudentswitharicheducationalexperiencethatwillmotivateandenablethemtoseekthehighestlevelsofintellectualachievementandpersonalgrowth.Wewilluseourknowledge,discoveries,andinventionstochangetheworld.TheSchoolofSciencePerformancePlanandassociatedbudgetisdesignedtorealizethegoalsoftheRensselaerPlan2024byfocusingonaforward-lookingmulti-yearstrategybasedontheFY2018Institute-WideHighestPriorities(IWHPs).ForemostamongtheseareDiversityandInclusionthroughoutallofourrecruiting,retentionandhiringactivities.Wewillleverageourrecentdiversityhiringsuccessandredoubleoureffortsinthatarea.WewillalsoleaddevelopmentswithinIDEA,theJeffersonProject,CISL,TERM,cMDISandotherGlobalChallenge-LinkedResearch,aswellasNextGenerationTeaching(TLC),CognitionandLearning,theInnovationEcosystem,CLASS,andResourceGeneration.WewillalignouractivitieswiththeRensselaerSignatureThrustsandassociatedScienceThemes:DataAnalyticsandPredictiveModeling;Water,Energy,Resilience&Sustainability;ComputationalScience,SecurityandSimulation;BiomedicalScience&Applications;andMaterialsattheNanoscale:MGI@RPI. InthisPerformancePlan,wearticulateasetofcoherent,specific,measureableactionsdesignedto:
• ImprovetheeducationalexperienceandattractadiversecohortofstudentstoScience• Promoteworld-classscientificresearchacrosstheSchoolandtheInstitute,strategically
focusingonareasthatofferthegreatestpotentialandthatbuildonourstrengths• Developaninfrastructurethatallowsforsubstantialandlong-termgrowth• Growadiversefacultybyrecruitingworld-classendowedchairsandConstellationchairs• FocusonDiversityandInclusioninallrecruiting,retentionandstudentsuccess• AdvancetheSchoolofSciencetoapositionofleadershipinDataScienceandAnalytics
ByexecutingtheactionsdescribedinthePerformancePlan,inthenextthreeyearsweplantoreachafacultysizeto105,externalresearchfundingof$30M,andincreaseundergraduateandgraduateenrollmentsto1,800and375,respectively.Theseandothersupportingactionswillresultinsignificantadvancementinrecognitionforoureducationalandresearchprograms.ForFY18,weaimforexternalresearchfundingof$26M,afacultysizeof102,andundergraduateandgraduateenrollmentsof1,700and335,respectively.Weprojecttoaward,duringthissameyear,350,115and55studentswithBachelor’s,Master’s,andPh.D.degrees,respectively.InorderforRensselaerPolytechnicInstitutetofullyrealizeourvisionasaworld-classtechnologicalresearchuniversity(“TheNewPolytechnic”)withglobalreachandimpact,ScienceatRensselaermustgrowincapacityandreputationtoalevelthatmeetsorexceedsthatofourtraditionalstrengthinEngineering.MeetingthisfundamentalgoalonbehalfoftheUniversityisattheheartoftheSchoolofSciencePerformancePlan.
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SectionI-TheStateofScienceatRensselaer:CurrentStrengthsandChallenges1.1 TheStateofScienceatRensselaerScienceatRensselaerhasdevelopedconsiderablemomentuminrecentyears,andwearewellpositionedtotakethenextstepstowardtop-25status.Torealizethisgoal,weneedtogrowtowardsatop-50facultyprofile.Wecurrentlyfacesignificantchallengesinfacultysize,diversityanddemographics.Weareproudtobeavibrantscientificcommunity,thankstothecontributionsofourstudents,alumni,staff,andfaculty,aswellassupportfromtheInstituteleadership.Withrecentinvestments,Rensselaerhasemergedasarecognizedcenterofscientificeducationanddiscovery,withincreasinglyglobalreachandglobalimpact.Wenowneedtoleveragetheseinvestments,increasethepaceofhiringandinfrastructurerenewal,andmovetheSchoolofSciencetothenextlevelinfundamentalanddata-drivenscience.ThekeymissionoftheSchoolofScienceistoadvancetheinterdisciplinaryfrontiersofsciencethroughleadershipinresearchandeducation.Thismissionincludesfocusedresearchinthebasicandappliedsciencesandprovidingaccesstoricheducationalexperiences(SummerArch,Art_x@Rensselaer…etc)thatwillmotivateandenableourincreasinglydiversestudentstoseekthehighestlevelsofintellectualachievementandpersonalgrowthbydevelopingmulticulturalsophisticationandaglobalview.Wewillworktirelesslytoaccomplishthismission,andbyexecutingthisPerformancePlan,wecanadvanceallofthesegoalssignificantly.1.2StrengthsandChallengesTheSchoolofSciencehasbothastrongfoundationonwhichtobuild,andmajoropportunitiestoexplore.WehavesignificantresearchexpendituresandhaveincreasedenrollmentssteadilyoverrecentyearsinwaysthatarealignedwithourIWHPs.WehavehighqualityfacultywhoembraceRensselaer’sstrategicdirectionandmission.OurundergraduatestudentsareamongthefinestintheNation,andthequalityofourgraduatestudentsishighandincreasing.Weareacollaborativegroup–cross-department,cross-school,andmultidisciplinaryactivitiesarecommon.Weembracetheopportunitytoimagineafuturewithincreasedlevelsofscholarshipanddiscovery,andarebuildingonourstrengths.Ourprimarychallengesareintheareasoffacultysizeandfacilities/infrastructure.VirtuallyalloftheIWHPsareadvancedthroughgrowingthefaculty–thisenhancesresearchachievement,funding,andstudent-facultyratios.TheSoSfacultysizehasonlyrecentlyincreasedafterhavingdecreasedabout15%overtheprevious10years.Wemustthereforecommittoacontinuedemphasisonaggressiveandinclusivehiringstartingwithfillingvacantendowedchairandconstellationpositions.Ouropportunitytomeetthischallengecomeswithresourcerequirements.HowevernotmeetingthischallengewillendangerRensselaer’srankingsandourfutureimpact,sowemustmeetthechallengethroughacombinationoffundraisingandcreativeleveraging,aswellaspotentialbudgetreprioritization.WemustalsoensurethattheSchool,andinfactthewholeinstitution,ispoisedintheyearsaheadtoexecutefacultyhiringinanagile,inclusiveandequitablefashion.
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Anadditionalchallengeliesintheareaoffacilitiesandinfrastructure.SchoolofScienceteachingandresearchactivitiesarespreadacrossmanybuildingsoncampus,andmanyofourfacilitiesareaging.Cuttingedgescienceresearchandinstructionrequiregreatminds,butalsogreatinfrastructure.ThetimehascometoupgradeourScienceinfrastructure,andwe’vebeguntotakesomeofthenecessarysteps.Wemustplanforthisinvestmentandbeginupdatingimmediately.Additionalneededsupportintheformofhighly-targetedadditionsofstaffisalsoneeded–thisisespeciallyimportantinlightoftheSummerArchandtoaddresstherecentenrollmentsurge,especiallyinPhysicsandComputerScience.Suchinvestmentswillresultinadirectreturnthroughincreasedattentionoffacultyandstudentstoresearch.Wehavemadepositivesteps–wemustnowcontinuetofollowthroughonthem.SectionII-Goals,ActionsPlansandMetricsinsupportofInstitute-WideHighestPrioritiesTheprioritiespresentedinthisPerformancePlanforScienceatRensselaeraredirectlyresponsivetoandencompassedbytheInstitute-WideHighestPriorities(IWHPS),whichwerederivedfromdiscussionsoftheimplementationoftheRensselaerPlan2024.Asaresult,thissectionisorganizedsothateachinitiativeandactionisaffiliatedwiththeappropriateIWHP,withdiscussionofthetraceabilitytorelevantSignatureThrustsandotherkeyareashighlightedintheRensselaerPlan2024.ThisalignmentoftheInstitute’sgoalsandthegoalsfortheSoSiscritical–onlythroughsuchalignmentcantheSchoolofScienceenableRensselaertoadvance.2.1 GlobalChallenge-LinkedResearchCreating new knowledge relevant to understanding the fundamental workings of life andmatter, networks and information, and applying that knowledge to address major globalchallengesacrossdisciplines,iskeytotheSchoolofSciencestrategytobecometransformativethroughcrossingboundaries. In supportof thisgoalwehavebegun to viewthework in theSchoolthroughthelensofourfiveinterdisciplinaryScienceThemes:
• DataAnalytics&PredictiveModeling:“DatatoAction”• Water,Energy,Resilience&Sustainability• ComputationalScience,Security&Simulation• BiomedicalScience&Applications• MaterialsattheNanoscale:MGI@RPI
TheseScienceThemesallowustoconceiveofandexecuteourresearchplans,hiringplansandevenoureducationalopportunitiesstrategicallyratherthanpiecemeal.TheScienceThemesshouldbethoughtofascomplementarytoboththeSignatureThrusts(Table3)andtheresearchinitiatives(Table4)–theyareessentiallytheSchoolofScience“lens”ontheSignatureThrustsandresearchinitiativesandarehighlycorrelatedwiththeactivitieswithinthem.
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Table3.MappingofScienceThemestoInstituteSignatureThrusts Data
Analytics&PredictiveModeling
Water,Energy,
Resilience&Sustainability
ComputationalScience,
SecurityandSimulation
BiomedicalScience&
Applications
Materialsatthe
Nanoscale:MGI@RPI
Biotech&LS ★ ★ ★ ★ ★
IT ★ ★ ★ ★ ★
Nanotech ★ ★ ★ ★ ★
Media/Arts ★ ★ ★ ★ Energy/Env. ★ ★ ★ ★
TheScienceThemesarealsocomplementarytotheclusterareastargetedforhiringintheSchoolsofEngineeringandHASS.Finally,theScienceThemescomplementeachother–forexample,proposedworkintheJeffersonProjectaddressesboththeWater,Energy,Resilience&SustainabilitythemeaswellastheComputationalScience,Security&SimulationTheme,amongothers.FundamentalunderstandingofmaterialsthroughthenewCenterforMaterialsDevicesandIntegratedSystems(cMDIS)clearlyaddressestheDataAnalyticsandPredictiveModelingthemewhilealsobeingapplicabletotheMaterialsattheNanoscaletheme,andtheWater,Energy,Resilience&Sustainabilitytheme.CISLsimilarlycrossesmultipletheseaswell.Essentiallyallthethemeshaveoverlap–wewillseektomaximizetheseintersectionsinourhiringandresearchplansasweleverageoneofRensselaer’struestrengths–ourdefiningcharacteristicsasthe“NewPolytechnic”–todriveinterdisciplinaryscholarshipacrossthematicareas,DepartmentsandSchools.Table4.MappingofScienceThemestoKeyResearchInitiatives Data
Analytics&
PredictiveModeling
Water,Energy,
Resilience&Sustainability
ComputationalScience,Security&Simulation
BiomedicalScience&
Applications
Materialsatthe
Nanoscale:MGI@RPI
IDEA ★ ★ ★ ★ ★
Jefferson ★ ★ ★
Mt.Sinai ★ ★ ★ ★
cMDIS ★ ★ ★ ★ ★
CISL ★ ★ ★ ★
Nonetheless,toachievetheambitiousgoalsoftheRensselaerPlan2024,wemustcontinuetogrowourresearchprogramsbyimplementingastrategicfacultyrecruitmentprogramstartingwithendowedchairsandconstellationpositions.Wewillaccomplishthisusingatwo-prongedapproach.First,existingresearchprogramswillbeexpandedbyfocusingoncoreresearchstrengthsintheSchool,particularlyinthoseareasinwhichsignificantexternalfundingopportunitiesareexpectedintheyearsahead.Second,newinterdisciplinaryresearchprogramswillbedevelopedinalignmentwith(orthatarecomplementaryto)severalareasof
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keyresearchinitiatives.TheseinitiativesincludetheRensselaerIDEA,theJeffersonProjectatLakeGeorge,ourpartnershipwiththeIcahnSchoolofMedicineatMt.Sinai,theGatesFoundation,andcoordinationwithcMDIS.ThediscussionabovemotivatestheresearchstrategiesthattheSchoolofSciencewillpursueoverthenextseveralyears.Thesestrategiesareoutlinedbelowandareorganizedintothreemajorgroups:TransformationalMoleculesandMaterials,PlanetaryResilience,andDatatoActionforHumanHealth.ThesegroupsservetohighlightrelationshipsbetweenthestrategiesandtodefinekeydifferentiatorsthatthesestrategiesareexpectedtoachievefortheSchoolofScienceandRensselaer.2.1.1TransformationalMoleculesandMaterialsOverview:ThestrategiesinthissectionwillpromoteandadvanceleadershipinthedesignandsynthesisofnewmoleculesandmaterialsthataddressGlobalChallengesinhealthcare,energyandthebuiltenvironment.
Strategy2.1.1.1:Driveresearchgrowthinmaterials-relateddatascience(“MGI@RPI”)throughconnectedco-developmentoftheRensselaerIDEAandcMDISthroughhiringpriorities.
Description:ComputerScienceandTetherlessWorldConstellationProfessorJimHendlerisleadingtheRensselaerIDEAfortheInstitutetogetherwithIDEAco-DirectorandMathematicsandComputerScienceProfessorKristinBennett.TheIDEASteeringCommitteehasalargerepresentationfromtheSchoolofScience,acrossallofourkeydisciplines.Tobesuccessful,IDEAmustsupporttheconceptofDatatoAction,whichinthiscase,meansstrongconnectionwiththeapplicationareasofhardandsoftmaterials.TheSchoolofSciencewillstronglysupportIDEAthroughactivecoordinationofsynergisticresearchandpedagogicalopportunities,aswellasnewfacultyhiresthatarealignedwithourcross-cuttingpriorities.ActionPlan(FY18andBeyond):
• Coordinateandmessageprogressinmaterials-relateddatascience,dataanalytics,andinformationresearcheffortsthroughtheRensselaerIDEA
• FacilitatefacultyresearchdiscussionsacrossIDEAandcMDISthroughseminarsandluncheons
• InvolvetheRensselaerIDEAandcMDISleadershipinSciencefacultysearchesMetrics/Milestones:IDEA&cMDIS-alignedthematicfacultysearchesforopenendowedchairandconstellationpositionsbegin(4Q,FY17)Searchesfinishwithsuccessfulhires(3Q,FY18)ThreenewSoSmaterials-relatedcollaborationsinitiated(1Q,FY19)ThreenewSoSmaterials-relatedcollaborationsresultinginproposalsubmissions(1Q,FY20)RequiredResources:Resourcesforhiringfacultyarerequestedelsewhere.Resourcesforconsolidatingdata-andinformation-intensiveworkintheRensselaerIDEAarebeingdeveloped
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andlinkedwiththeDataINCITELaboratoryandIDEACloudinfrastructure.Someprojectsmayrequireseedinvestmentstolaunch,andsomelevelofcontinuinginvestmentinfacultyleadershipandkeystafftosucceed.Eachmustsucceedthroughexternalindustrial,federalandphilanthropicfundraisingactivities,butthiscanonlyhappenwhenpotentiatedbyenablingresourcesinvestedbyRensselaer(suchasfacultylinesandKIPopportunities).KIPseedresourcesarearticulatedandrequestedthroughtheVPforResearchPerformancePlan.Risks:Risksareminimal.ThisstrategycontributestoanexcitingopportunitytopositionRensselaerasaleaderinaddressinghighlyimpactfulglobalchallenges.Ouronlyriskisnottocommitfullytotheseinitiatives.
Strategy2.1.1.2:DriveresearchgrowththroughacceleratingdevelopmentoftheIcahnSchoolofMedicineandMt.Sinaipartnershipinsupportofnewtherapeuticcompounds.
Description:ThenewpartnershipwiththeIcahnSchoolofMedicineatMt.Sinaipresentsgreatopportunities,especiallyforSchoolofSciencestudentswhowillbeabletotakeadvantageofnewacademicofferings.Jointresearchprogramsarealsolikely,andwewillsupportVPRandCBISintheireffortstoestablishthoseprogramsinFY18.Finally,wehaveproposedseveralnewendowedchairandconstellationfacultyhiresinthisplanthatcouldhelpleveragethenewpartnership.ActionPlan(FY18andBeyond):
• Promoteandstimulatecooperativeresearchemphasizinghealthcareanalyticsandwet-labprojects
• Stimulatedatasharingandexchangeofstudents,togetherwithWebExLuncheonsbetweeninstitutionsbasedonthe“Dean’sSeminarSeries”program
Metrics/Milestones:Firstjointprojectsinitiated(2Q,FY18)Initialprojectcollaborationsachievesubmittedproposalstatus(4Q,FY18)RequiredResources:Someprojectsmayrequireseedinvestmentstolaunch,andsomelevelofcontinuinginvestmentinfacultyleadershipandkeystafftosucceed.Eachmustsucceedthroughexternalfederalandphilanthropicfundraisingactivities,butthiscanonlyhappenwhenenablingresourcesareinvestedbyRensselaer.SuchresourcesarearticulatedandrequestedthroughtheVPforResearchPerformancePlan.Risks:Risksareminimal.ThisstrategycontributestobeanexcitingopportunitytopositionRensselaerasaleaderinaddressinghighlyimpactfulglobalchallenges.Ouronlyriskisnottocommitfullytotheseinitiatives.2.1.2PlanetaryResilienceOverview: The strategies in this section will create and support a data-driven innovationecosystemfocusedonplanetarysustainabilityandinfrastructureresiliencethroughleadershipinrenewableenergy,freshwaterecology,andcybersecurity.
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Strategy 2.1.2.1: Drive research growth through accelerating development of the JeffersonProjectatLakeGeorgeandplanningforexpansionintoanEnvironmentalCenter
Description:WiththeelevationofProfessorRickRelyeatoDirectoroftheDFWIaswellashisstatusasDirectoroftheJeffersonProject,thetransitionoftheDFWItoahighlycapableinstituteresearchplatformhasmadegreatstrides.ManyofthefacultyinvolvedintheDWFI/JPeffortarefromtheSchoolofScience,sothecenterofgravityoftheeffortremainsthere.TheJeffersonProjectseekstoestablishastrategicpartnershipthatwillserveasaglobalmodelforsustainedecosystemunderstandingandprotection,focusingonLakeGeorge,aworld-classnaturalresourcenowthreatenedwithpermanentdegradationfromarangeofenvironmentalstressors.Anunprecedentedarrayofnewtoolsforappliedscientificresearchwillfusemonitoring,modeling,simulation,forecasting,andexperimentationtoinformandcompeldecision-makingthatleadstolastingprotectionofLakeGeorge.Bycreatingpredictivecapacitiesthatharnesssciencetolightthepathforward,thispowerfulnewmodelwilldeliverecologicalandmarketbenefitsthatarewidelyfelt,intheU.S.andworldwide.TheflagshipJeffersonProjectHelenJoandJohnKellyIIIVisualizationLaboratoryofficiallylaunchedlastFallandexpandeditsuseofmodels,sensors,andexperimentstoexploretheeffectsandmitigationstrategiesforbiologicalandabioticstressors.Earlyworkisfocusingonthecreationofseveralmodelsincludingacirculationandhydrologicmodel,afoodwebmodelandasemanticmodelofthelakeenvironment.Thesemodelswillbefusedwithdatafromanunprecedentedarrayofsensorsandobservationswithinandsurroundingthelake,andinthiswaytheProjectiswellalignedwiththegoalsofIDEA.Finally,themeaningoftheobservationsandthefuturescenariospredictedbythemodelswillbevalidatedthroughexperiment,usingbothland-basedmesocosmsandastate-of-the-artfloatingmesocosmfacilityonthelake.ThescienceontheLakemustbefusedwithsolutions-orientedunderstandingofhowtobestmitigatethelakestressorstokeepthelakeenvironmenthealthy.ThiswillrequirecollaborationwiththeLakeGeorgecommunityandmakesanexcellentcasestudyforsocialscientistsinterestedinhowcommunityactioncandriveenvironmentalresilience.Also,thesensorsuitesneedthecollaborationofEngineeringfacultytoleveragestateoftheartcapability.Finally,anadvancedcyberinfrastructureandvisualizationcapabilitywillbeneededtofullyleveragethenetworkofobservationsanddataproducedintheProject.KeypartnersintheJeffersonProjectincludeRPI,IBMandtheFUNDforLakeGeorge.EachisexpectedtoputforwardresourcesinsupportoftheProject.However,additionalfundraisingisneededtofullysupporttheProject,andtheSchoolofSciencestandsreadytodoitspart.ActionPlan(FY18andBeyond):
• PromoteandsupportresearchwithintheDarrinFreshWaterInstituteandtheJeffersonProjectthroughlinkedhiringpriorities
• CreateaninfrastructurethatdrivesRensselaer’sleadershipinfreshwaterecologyaswellasexpandingintoaleadershippositionindata-drivenecologyacrossdisciplines.
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Metrics/Milestones:FivenewJeffersonProject-centriceffortsinitiated(2Q,FY18)CoordinationwiththeJPDirectorandVPRandfundraisingtoenableandrealizethefirstsetofin-lakemesocosms(1Q,FY18)Createandimplementanew“projectmap”and“fundraisingmap”withtheJPleadershipandVPRthatempowersprojectexpansion(1Q,FY18)RequiredResources:Continuinginvestmentinkeystaffrecruitingandretentionareneededtosucceed.Eachmustsucceedthroughexternalfederalandphilanthropicfundraisingactivities.SuchresourcesarearticulatedandrequestedthroughtheVPforResearchPerformancePlan.Risks:Risksareminimal.ThisstrategycontributestoanexcitingopportunitytopositionRensselaerasaleaderinaddressinghighlyimpactfulglobalchallenges.Ouronlyriskisnottocommitfullytotheseinitiatives.
Strategy 2.1.2.2: Drive research growth in renewable and traditional energy informaticsthroughcoordinationwiththeRensselaerIDEA.
Description:SmartGridtechnologyandremotemanagementofrenewableenergysystems(windfarms)representexamplesofwherethestrengthsoftheRensselaerIDEAcanbecombinedwithsignalprocessingexpertisetoproducepredictivemodelsforenergyoptimizationandfailuremodepredictions.Leadershipintheseareasisacriticalsteptowardsaddressingsocietalresilienceandenergyindependenceissues.ActionPlan(FY18andBeyond):
• Integrateandmessageenergy-relateddatascience,dataanalytics,andinformationresearcheffortswithintheRensselaerIDEA
• CoordinatewiththeRensselaerIDEAleadershiptoinformendowedchairandconstellationfacultysearchesthatwillenableitsrapiddevelopment
• IdentifydataanalyticsprojectswithGERenewablesandotheralternativeenergyproducers
Metrics/Milestones:ThreenewSoSenergy-relatedcollaborations(2Q,FY18)Searchesbeginfornewcontributingendowedchairandconstellationfaculty(4Q,FY17)Searchesfinishwithsuccessfulhires(3Q,FY18)RequiredResources:Resourcesforhiringendowedchairandconstellationfacultyarerequestedelsewhere.Resourcesforconsolidatingdata-andinformation-intensiveworkintheRensselaerIDEAwillbesmallandredirectedfromexistingsources.Someprojectsmayrequireseedinvestmentstolaunch,andsomelevelofcontinuinginvestmentinfacultyleadershipandkeystafftosucceed.Eachmustsucceedthroughexternalfederalandphilanthropicfundraisingactivities.SuchresourcesarearticulatedandrequestedthroughtheVPforResearchPerformancePlan.
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Risks:Risksareminimal.ThisstrategycontributestoanexcitingopportunitytopositionRensselaerasaleaderinaddressinghighlyimpactfulglobalchallenges.Ouronlyriskisnottocommitfullytotheseinitiatives.
Strategy2.1.2.3:DevelopleadershipinCyberinfrastructureresilienceandCybersecurity.
Description:Inadditiontoecosystemsustainabilityandclimatechangemitigation,planetaryresilienceinhumantermsincreasinglyrequiresthatthecomputationalinfrastructurewhichenablescivilizedsocietyberesilientagainstcyberattacks,andmustenabletrustedelectroniccommunicationsforcommerce,governmentandpersonalinformationexchange.Thesechallengesmotivateouremphasisoncomputational“resilience”inseveralareas,includingnetwork“trust”,cybersecurity,dataprivacyandasecure“internetofthings”(IOT).ActionPlan(FY18andBeyond):
• Coordinatenewendowedchairandconstellationfacultypositionproposalswithexistingtrustandcybersecuritypositions
• CreateacriticalmassofresearchandpedagogyaroundcomputationalsecurityandtrustMetrics/Milestones:Twonewcybersecurity/dataprivacythrustareasdefined(1Q,FY18)Threenewcyber-relatedCSCI/IDEAcollaborations(3Q,FY18)Searchesbeginfornewcontributingfaculty(3Q,FY17)Searchesfornewendowedchairandconstellationpositionsfinishwithsuccessfulhires(3Q,FY18)RequiredResources:Resourcesforhiringfacultyarerequestedelsewhere.Resourcesforconsolidatingdata-andinformation-intensiveworkintheRensselaerIDEAwillbesmallandredirectedfromexistingsources.Someprojectsmayrequireseedinvestmentstolaunch,andsomelevelofcontinuinginvestmentinfacultyleadershipandkeystafftosucceed.Eachmustsucceedthroughexternalfederalandphilanthropicfundraisingactivities.SuchresourcesarearticulatedandrequestedthroughtheVPforResearchPerformancePlan.Risks:Risksareminimal.ThisstrategycontributestoanexcitingopportunitytopositionRensselaerasaleaderinaddressinghighlyimpactfulglobalchallenges.Ouronlyriskisnottocommitfullytotheseinitiatives.2.1.3DatatoActionforHumanHealthOverview: The strategies in this section will create and support a data-driven innovationecosystemfocusedonHealthcareAnalyticsandHealthInformatics.
Strategy2.1.3.1:LeverageandgrowtheDataAnalyticsandHealthcareInformaticscapabilitiesofIDEA,CCIandEMPACtosupportfirst-andthird-worldhealthcareprojectsofglobalsignificance.
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Description:ThepowerfulcapabilitiesoftheIDEA/CCI/EMPAC/CISLplatformsandtheRensselaerfacultyinvolvedintheirdevelopmentanduseprovidestheenvironmentneededtosupportlarge“BigData”informaticsprojectsacrossmultipledisciplines,includingthird-worldchildhealthremediationaswellasminingelectronicmedicalrecordstoidentifyhiddencausalrelationshipsinmodernhealthcare.ActionPlan(FY18andBeyond):
• Identifypartnersandestablishformalconnectionswithhealthcareprovidernetworks(suchasCDPHP)
• Expandpartnershipswithhealthdatarepositories(suchasOptumLabs)• Buildonthird-worldhealthinformaticsprojectswithglobalpartners(suchastheGates
Foundation)Metrics/Milestones:Whitepaperswithtwoexternalpartners(3Q,FY17)Firstcollaborativeeffortsinitiated(1Q,FY18)Planinplaceforsupportingprojectsutilizinglarge-scalehealthcaredata(4Q,FY18)RequiredResources:Someprojectsmayrequireseedinvestmentstolaunch,andsomelevelofcontinuinginvestmentinfacultyleadershipandkeystafftosucceed.Eachmustsucceedthroughexternalfederalandphilanthropicfundraisingactivities,butthiscanonlyhappenafterseedresourcesareinvestedbyRensselaer.SuchresourcesarearticulatedandrequestedthroughtheVPforResearchPerformancePlan.Risks:Risksareminimal.ThisstrategycontributestoanexcitingopportunitytopositionRensselaerasaleaderinaddressinghighlyimpactfulglobalchallenges.Ouronlyriskisnottocommitfullytotheseinitiatives.
Strategy2.1.3.2:DriveresearchgrowthinpredictiveHealthcareinformaticsmodelingthroughcoordinationwiththeRensselaerIDEA.
Description:ComputerScienceandTetherlessWorldConstellationProfessorJimHendlerisleadingTheRensselaerIDEAfortheInstitutetogetherwithMathandComputerScienceProfessorKristinBennett.TheSteeringCommitteehasalargerepresentationfromtheSchoolofScience,acrossallourkeydisciplines.Tobesuccessful,IDEAmustsupporttheconceptofDatatoAction,whichmeansstrongconnectionwithapplicationareassuchasenergyandhealthcare.WehavesubmittedsignificantproposalsinareasofinterestforIDEA,particularlyinitsnewforminclusiveoftheDSRC.WewillcontinuetosupportIDEAinallwaysneeded,includingdedicatingthetimeofcurrentfacultyaswellasdedicatenewfacultylinestothiseffort.ActionPlan(FY18andBeyond):
• Integrateandmessagehealthcare-relateddatascience,dataanalytics,andinformationresearcheffortswithintheRensselaerIDEA
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• CoordinatewiththeRensselaerIDEAleadershiptoinformendowedchairandconstellationsearchesthatwillenableitsrapiddevelopment
Metrics/Milestones:ThreenewSoShealthcare-relatedcollaborations(4Q,FY17)Searchesbeginfornewendowedchairandconstellationfaculty(3Q,FY17)Searchesfinishwithsuccessfulhires(3Q,FY18)RequiredResources:Resourcesforhiringfacultyarerequestedelsewhere.Resourcesforconsolidatingdata-andinformation-intensiveworkintheRensselaerIDEAwillbesmallandredirectedfromexistingsources.Someprojectsmayrequireseedinvestmentstolaunch,andsomelevelofcontinuinginvestmentinfacultyleadershipandkeystafftosucceed.Eachmustsucceedthroughexternalfederalandphilanthropicfundraisingactivities.SuchresourcesarearticulatedandrequestedwithintheVPforResearchPerformancePlan.Risks:Risksareminimal.ThisstrategycontributestoanexcitingopportunitytopositionRensselaerasaleaderinaddressinghighlyimpactfulglobalchallenges.Ouronlyriskisnottocommitfullytotheseinitiatives.2.2Hiring,Promotion,Tenure
Strategy2.2.1:ExpandtheglobalimpactofourresearchthroughfacultyhiringtofillConstellationandendowedChairs(TERM,BCBI,cMDISandCISL),aswellasTeachingFellowsalignedwiththeSignatureThrustsandIWHPsincludingIDEA,Biotech/Mt.Sinai,cMDIS,CISL,theJeffersonProjectatLakeGeorge,andpedagogicalinovation.
Description:FacultyRenewal,Expansion,andRetentionisthesinequanonoftheSoSPerformancePlan.Thisisthefoundationuponwhichvirtuallyalloftherestofourgoalsarebuilt.Forincreasingresearchexpenditures,increasingstudentnumbers,andadvancingDepartmentandInstituterankings,therecanbenosingleactionmoreimperativetotakeforthefutureoftheSchoolofSciencethangrowingourfacultybytheadditionofoutstandingnewendowedchairandconstellationprofessorswhoseworkalignswithRensselaer’sstrategicdirections.ThecontinuingconceptoftreatingtheSchoolofScienceasacontinuumofinterconnectedmultidisciplinarysciencethemeswillenableustohirefacultywiththegreatestalignmentwithIWHPswhilemaintainingdiscipline-specificaccreditationinmindandtohireteachingfellowswhowillallowustoaccelerateourinnovationinpedagogy.Background:ThechallengethatcontributestoourmotivationforFacultyRenewal,ExpansionandRetentionisbestunderstoodbyexaminingsomestatistics.Aspreviouslydiscussed,thetotalfacultynumbersinScienceareonlyrecentlyrecoveringfromtheir15%decreaseoverthelast10-15years.Ofgreaterconcern,thetotalnumberofAssistantProfessorsintheSoSiscurrently16,butthenumberoflikelyretireesamongtheseniorranksislargerthanthisoverthenextthreeyears.Thesestatistics(Table5)continuetomotivateaseriousneedforfacultyrenewalatallranks.
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Inadditiontosimplyaddressingdemographicconcerns,wemustgrowtheoverallnumberofthefacultytokeepwiththeRensselaergoaltoincreasefacultysize.ConsistentwiththeInstitutegoalsasstatedintheRensselaerPlan2024,ourgoalistogrowtheoverallfacultysizeby5-8T&TTfacultybytheendofthisthree-yearplanningcyclebeginningwithendowedchairandconstellationpositions.Thelong-termaspirationalgoalistohave150T&TTfacultymembersintheSchoolofSciencebythebicentennial.Table5.ProfessorsintheSchoolofScience
Department
FullProfessors(IncludingChairs)
AssociateProfessors(IncludingChairs) AssistantProfessors
Now FY’18* Now FY’18* Now FY’18*Biology 7 7 5 5 4 4Chem.&Chem.Bio. 8 10 3 2 2 2ComputerScience 13 15 6 5 5 6Earth&Env.Sciences 4 4 2 2 2 2MathematicalSciences 16 15 3 3 1 2Physics,ApPhys.&Ast. 14 13 4 4 2 2TOTAL 62 64 23 21 16 18*FY18ProjectionbasedonlikelyP&Tdecisions,facultyhires,andannouncedretirements.Subjecttochange.ActionPlan(FY18andBeyond):
• CompletethehiringforthefacultypositionsapprovedforFY17(seeAppendix3)• HiretenTeachingFellows,endowedchairandconstellationfacultyinmultidisciplinary
sciencethemeareas,andthreereplacementTeachingFellowsinFY18(seeAppendix3)• HirenineTeachingFellows,endowedchairandconstellationfacultyinmultidisciplinary
sciencethemeareas,andthreereplacementTeachingFellowsinFY19(seeAppendix3)• Hireadditionalnewfacultyinmultidisciplinarysciencethemeareasandfour
replacementfacultyinFY20(seeAppendix3andTable6)Metrics/Milestones:SuccessfullyfillthepositionslistedaboveforFY18(4Q,FY18)SuccessfullyfillthepositionslistedaboveforFY19(4Q,FY19)SuccessfullyfillthepositionslistedaboveforFY20(4Q,FY20)Schoolannualresearchexpendituresreach$27M(4Q,FY18)Schoolannualresearchexpendituresreach$30M(4Q,FY19)Schoolannualresearchexpendituresreach$32M(4Q,FY20)Improvedfacultydiversity(URMandwomen)ImprovedURMretentionandgraduationratesResourceRequirements:HiringtenTeachingFellowswillrequireprimarilysalarydollarsofabout$950K.ThesameistrueforhiringthethreereplacementTeachingFellows,whichwillrequireabout$285K.Hiringendowedchairandconstellationfacultywillrequirebothstartupandsalarymostofwhichwillcomefromendowmentfunds.
December 2016 School of Science Performance Plan for FY18 Page 14
Risks:Themainriskforthisaggressivehiringplanisstartupfunding.TheDeanwillapproveeachSearchCommitteeChairandmeetwitheachcommitteetoestablishatimelineandastrategyforeachposition,includingafocusondiversity.Second,thereisariskoflosinghighlymotivatedandqualifiedcandidatesduetolackofagilityinouradministrativeprocesses.Table6. IWHP-LinkedSchoolofScienceSearchesandHiringPlansFY20-FY22
Theme IDEA JP Icahn cMDIS CISLDataAnalytics&PredictiveModeling AssistantCSCIComputationalEconomicsandAlgorithmsFY21 BCBIConstellationPAPABiocomputation(Garciareplacement) AssistantPAPACondensedMatterTheorist(QuantumMonteCarlo)FY20
AssistantPAPAData-DrivenObservationalAstronomyFY20 AssistantBIOQuantitativeBiology(Data-Driven)FY21 Water,Energy,Resilience&Sustainability Assistant/AssociateE&ESEnvironmentalChemistryFY20 AssistantE&ESGeoinformaticsandDataScienceFY21 AssistantBIOEcologyandEnvironmentalBiologyFY20 AssistantPAPAComplexNetworks(Physics)FY22 ComputationalScience,Security&Simulation CISLConstellationRickettsIIChair(CSCI)Human-ComputerInteractionsFY20
AssistantMATHMathematicalandComputationalNon-linearOptFY20
AssistantCSCIArtificialIntelligence/CognitiveComputingFY20 AssistantCSCINextGenerationComputingFY20 AssistantCSCISecurityandPrivacy/IoTsFY21 AssistantPAPAAstrophysics(HPC-centric)FY21 BiomedicalScience&Applications TERMConstellationChair(TBD)FY20 D’AmbraChairCHEMOrganicSyntheticChemistryFY20 AssistantBIONeurobiologyFY21 AssistantMATHData-drivenModelingandAnalysisinBiomedicineFY21
Assistant/AssociateCHEMMedicinalChemistry/DrugDiscoveryFY21
Assistant/AssociateCHEMComputationalChemistryFY20 MaterialsattheNanoscale:MGI@RPI Assistant/AssociateCHEMInorganicorPolymer/MaterialsChemistryFY20
AssistantPAPACondensedMatterExperimentalistFY21 AssistantPAPACondensedMatterExperimentalistFY22
December 2016 School of Science Performance Plan for FY18 Page 15
2.3PedagogicalInnovation:EducatingtheLeadersofTomorrowOverview:ThegoalofourteachingandlearningactivitiesinthisPerformancePlanrevolvearoundputtingour“DiscoveryAcrossBoundaries”mindsetintoactioninourcurriculum.Focusingmoreontheintegrativelearningactivitiesdescribedbelowwillserveourstudentsbyexposingthemtothetrueinterconnectivityofscientificinquiry,butengagingtheminmorereal-worldchallengesearlierintheiracademiccareersandbyexposingthemtothemostcuttingedgescientificapproaches.Toaccomplishthis,facultyengagementmustbeanintegralcomponentofourplans.
Strategy 2.3.1: Enhance curricular and extracurricular activities to get students into “realscience”andinfusedwith“DataDexterity”earlier intheir learningexperiencebyinvestigatingglobalchallengeproblemsandtheinterdisciplinarynatureofscientificinquiry.
Description:Weliveinadataandcomputationallyintensiveworld–withthisstrategy;wewillintegratemoderndataanalysisandcomputationalmodelingtoolsintointroductorycoursesacrossSoScurricula.Wewillseektointegrate“GrandChallenges”basedquestionsintointroductorymethodsclassesthatillustratetheinterdisciplinarynatureofreal-workproblems.Andwewilldevelopextracurricularactivitiesthatreinforcetheseconceptsinexcitingopportunitiesforstudentsoutsideoftheclassroom.ActionPlan(FY18andBeyond):
• IntroducemoderndataanalysistechniquesintotheMathcurriculum(DATUM).• UtilizeintheBIOL-1010IntroductiontoBiologyandothercoursesaskeyplacesto
increase“DataDexterity”intheFreshmanYear.• Developanewdiscovery-basedBIOL-4740CellBiologyLaboratoryusinggiftfunds• IntroduceglobalchallengeproblemsintocoursesacrosstheSchool.• UtilizeArt_XexamplesthroughouttheSciencecurriculum.• EnhancetheRensselaerCenterforOpenSourceSoftwareandtailorittoattractgreater
studentdiversityintoComputerScience.• Betterpositionexistinganddeterminenewinterdisciplinaryconcentrations• Betterpositionandstrengthenexistinginterdisciplinarymajors• Createan“InnovatorintheClassroom”Programtomatchalumniinnovatorswith
facultytoincreaseexposureofourstudentstoentrepreneurs,non-academicinnovators,andalternativecareeropportunities
Metrics/Milestones:InitialupdatestotheMathcurriculum(3Q,FY17)ExpandedupdatestotheMathcurriculum(4Q,FY18)Infusionofdata-intensiveexercisesintoBIOL-1010(1Q,FY18)IncooperationwithIDEAandSoE,implementcapstoneDataINCITELaboratory(4Q,FY17)ThenumberofcoursesintheSchoolthatincludediscussionofaglobalchallengeproblemreach25(4Q,FY17)ThenumberofcoursesintheSchoolthatincludediscussionofaglobalchallengeproblemreach50(4Q,FY20)
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100+studentsinvolvedwiththeRensselaerCenterforOpenSourceSoftwareeachsemester,andintroducean“RCOSSummer”aspartoftheCSCISummerArchprogram(4Q,FY18)ThepercentageofwomenandunderrepresentedminoritystudentsinvolvedwiththeRensselaerCenterforOpenSourceSoftwarereaches33%(4Q,FY19)Leverageexistingcoursestocreatenewconcentrationsin:(2Q,FY18)EachDepartmentproposesatleastonenewinterdisciplinaryconcentration(1Q,FY19)ResourceRequirements:Resourceswillberequiredtoimplementthisplan,especiallyleveragingthecapabilitiesatEMPACalreadybeingusedintheVirtualBridgeProgramdevelopment.WewillneedtobeginplanningtoinstitutionalizeourHHMImentorprogramsacrossmultipleSoSdisciplines.Risks:Changingcorecurriculumisalwaysadifficultprocess,butwewillcontinueworkingwiththeUndergraduateDeantosmoothlyimplementnewcurriculardevelopments.Wewilltakeasystematicapproachtoreducetheriskoffailure.
Strategy2.3.2: InfuseArt_X@RensselaerconceptsacrosstheSchoolofSciencetoillustratetheinterdependenciesbetweenscientificdiscovery,innovationandartisticcreativity,andshowcase“theArtin,andof,Science,andtheSciencein,andof,Art”.
Description:Creativityasembodiedinartanddiscoveryofnewknowledgeasembodiedinsciencegohandinhandandbuildoffofeachother.Itisimportantforourstudentstoseethisandtounderstandthis.Toaccomplishthis,wewillencouragefacultytogettogethertoexplorewaysthatthisimportantcrossfertilizationcanbeintroducedintosciencecoursesandwewilldevelopteachingmaterialsthatusethisintersectiontoillustraterelevantscienceprinciples.ActionPlan(FY18andBeyond):
• Createrecognition-basedincentivesforgroupsoffacultygettingtogethertoexploretheintegrationofartisticcreativityandsciencediscoveryintosciencecourses.
• PromoteArt_XscienceactivitywithintheTeachingandLearningCollaboratory• Modifycorecurriculaforintroductorysciencecoursestoillustratethe“Artin,andof
Science,andtheSciencein,andofArt”.• CreateanddeploytheRCOSsoftware“DigitalPassport”(aka“Venue”)mobile
applicationtoallowstudentattendanceofimportantareaculturalandcampuseventstobetrackedandusedforcoursecredit.ThisappwillenableelementsofCLASSbyincorporatingsocialmediacomponentsthatwillencouragestudentstogotothedesignatedeventsingroupsandprovidefeedbackanddiscussionsabouttheircontentandvalue.
Metrics/Milestones:Threefaculty-drivenArt_Xwhitepapers(4Q,FY17)Betaversionof“Venue”deployed(2Q,FY17)
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ResourceRequirements:TheSchoolwillcoverthecostoftheArt_Xincentivesfromitsexistingresources.Tofollowuponthealphatest,theVenue“app”Betadevelopmentwillcostanadditional$18kinFY18,andwillneedongoingsupportfromDotCIO.Risks:Thereislittletoloseandmuchtogainbysuccessfullybringingartisticcreativityandscientificdiscoverytogetherinthemindsofthestudents.
Strategy 2.3.3: In collaborationwith SoE andHASS, develop the Challenge Studio concept toenableinterdisciplinarygroupsofstudentstoaddresscomplexglobalchallengeproblems.
Description:TheChallengeStudioisalivelyvenuethatencouragesstudentsfromalldisciplinestowork together to solve complexproblems throughmulti-disciplinary inquiry. This excitinginterdisciplinary environment fosters invention and creativity, innovation and leadership.Students learn to respect diversity of thought and develop an awareness of the social andculturalcontextoftheirwork.In itsphysicalembodiment, theChallengeStudiowillbea livelymaker, thinker,and inventorspace where teams of students (engineers and artists, scientists and architects, and socialscientistsandyoungentrepreneurs)cometogethertothinkandcreate.ThecentralChallengeStudiospacewillbenetworkedwithanumberofrobustfabricationfacilitiesacrossthecampustoachievemuchmorethanthesumofitsparts.MembersoftheChallengeStudiowillattendworkshopsandseminarsthatexposethemtotheskills that are essential to tackle problems that have global impact. Members will also besupported by faculty mentors, technical staff, and funding for participation in challengecompetitions.TheChallengeStudiowillfosterinventionandcreativity,innovationandleadership,diversityofthought, and respect for culture. It will act as a springboard to developing leadership andentrepreneurshipwiththeambitiontochangetheworldforthebetter.TheoverarchinggoalsfortheChallengeStudioareto:• Provide a creative environment and physical space for students and faculty with diverse
backgrounds, cultures, experiences, and education to come together to work on today’sgrandchallenges.
• Supportprojectsproposedbystudentsandteamsofstudentsbasedontheirsocietalvalue,impact,andsignificance.
• Pursueprojectsthatpromoteindepthinteractionbetweenstudents,faculty,andstaff.• Support innovative curricula (e.g., Inventor’s Studio, Innovation Spine) that resonatewith
thegoalsoftheChallengeStudio.ActionPlan(FY18andBeyond):
• Assemblemulti-disciplinaryteamsofstudentsandfacultyinanenvironmentdesignedtocreativelyaddressthegrandchallengesofourdaytocatalyzetheleadershipandentrepreneurialspiritofourstudentsandfaculty.
• PositiontheChallengeStudioamongthefundraisinggoalsfortheCapitalCampaign
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• BuildinterdisciplinaryteamsofstudentsandguidingfacultytoaddresscomplexproblemsusingtheChallengeStudioandtheDataINCITELab(DATUM)
• LinktheChallengeStudioconceptwithGERenewablesandreal-worldproblemsolvinginwindfarmdataanalysis
Metrics/Milestones:FirstChallengeStudioproblemsdefined(4Q,FY17)Firstinterdisciplinaryteamofstudentsformed(1Q,FY18)Fiveinterdisciplinaryteamsformed(1Q,FY19)ResourceRequirements:Requiredresourceswilldependonthespecificproblemschosen.Risks:ThereislittletoloseandmuchtogainusingtheChallengeStudiomodeltoenhancethestudentexperience.
Strategy 2.3.4: Support the new Teaching and Learning Collaboratory (TLC) in which “BestPractices” in teaching and learning can be developed, disseminated and deployed across theInstitutetopromotestudentlearningandsatisfaction.
Description:Effectivedevelopmentanddeploymentofsuperioreducationalmethodsandtoolsfor course delivery requires a strong interdisciplinary commitment that spans multiplePortfolios across the Institute. The mission of the proposed Teaching and LearningCollaboratoryiscomplementarytothatoftheChallengeStudiobutsharesasetofcorevalues.It will be a spacewhere facultymembers can share knowledge about the best ways to useexisting classroom technologies to deliver enriched course materials, engage with CognitiveScienceexpertstodevelopandevaluatenewpedagogies,andreceivepracticaltraininginusingnew“flipped”,blendedandimmersivetechnologiesincourseware. Itwillprovidesupportfordelivering coursematerial to students from remote locations in the event of a public healthstudent/facultyisolationevent.ActionPlan(FY18andBeyond):
• BeginengagingSoSfacultytoparticipateintheTeachingandLearningCollaboratory.• SupportandrenewtheCollaboratorySteeringCommitteetodeterminepriorities.• CoordinatewithInstituteAdvancementtopackagetheCollaboratoryandChallenge
StudioasmajorstepstowardsTransformativeeducation.• Create/continueaprogramtoencouragefacultytoadopt“bestpractices”cyber-enable
pedagogy.Metrics/Milestones:
• EngagethreeadditionalSciencefaculty“thoughtleaders”inthecorecommitteeoftheTeachingandLearningCollaboratory(TLC)(4Q,FY17)
• TrackfacultyinvolvementinCollaboratorytrainingseminarsandworkshops.(1Q,FY18andon-going)
• DeterminecredithoursofteachinginfluencedbyCollaboratorymethods.(4Q,FY17andon-going)
December 2016 School of Science Performance Plan for FY18 Page 19
• Monitorstudentperformanceincyber-enhancedcourses.(1Q,FY18andon-going)ResourceRequirements:Requiredresourceswillbedeterminedinacapitalprojectrequest.Risks:ThereislittletoloseandmuchtogainbuildingtheEducationCollaboratortoenhancethestudentexperience.
Strategy2.3.5:Createa”PrizeLab”tosupportandencouragestudentgroupstocompetefortheincreasingarrayofprizes,especiallyinareasalignedwiththeGlobalChallengesDescription:Increasingly,governmentagencies,NGOs,andevencompaniesareturningto“openinnovation”platforms,includingextensiveuseofprizes,toadvanceinnovationandunleashcreativity.SchoolofSciencestudentsarehighlyskilledinproblemsolving,andworkingontheseprizechallengesisagreatwaytohonethoseskillsaswellasdevelopteamwork,realworldandcross-disciplinarythinking.Inaddition,ifourstudentsstartwinninglotsofprizecompetitions,itisgreatpublicityforRensselaerasaplacewherestudentsreallycan“ChangetheWorld”.CreatingaPrizeLab,wherestudentscancometogethertofindexistingprizeopportunitiesandformteamstocompeteforthemisaconceptthatemergedfromaretreatconvenedbytheSoSoverthesummeron“InnovationEntrepreneurshipandScience.”WewillseektohavethePrizeLabbelargelystudent-run,inamodelsimilartotheRensselaerCenterforOpenSourceSoftware(RCOS),howeverpart-timefacultyandstaffoversightwillbehighlyenablingtothestudentteams.AssociationofthePrizeLabwiththeSeverinoCenterand/ortheChallengeStudiowouldmakesenselongerterm,andweproposetodothisinconcertwithHASS.ActionPlan(FY18andBeyond):
• ExpandthePrizeLabbyidentifyingadditionalexternalprizeopportunities• Formteamstopursuetheprizesidentifiedabove
Metrics/Milestones:− ImplementationPlanforPrizeLabcomplete(4Q,FY17)− Identifynextsetofprizestopursue(1Q,FY18)− Firstteamformed(1Q,FY18)− Additionaltwoteamsformed(2Q,FY18)ResourceRequirements:ThePrizeLabneedsa“home”(likelytobesharedwiththenewDataINCITELabinAmosEaton217),investmentoffacultyandstafftime,andlikelyultimately(inthe2ndor3rdyear)afacultyorstaffdirector.WewilldirectsomeSoSgiftfundstowardsgrowingthePrizeLab,andwillseektofundthelabentirelyfromgiftorendowmentfundsgoingforward.Risks:PrizeLabfallsmuchmoreintothe“opportunity”than“risk”category–thereisamassiveopportunityinopeninnovationtopositionourstudentsandRensselaertobemorecompetitiveandimpactful.PrizeLabseekstoleveragethisopportunity.
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Strategy2.3.6:DataDexterityatRensselaer–the“DataINCITELaboratory”Description: The data dexterity effort seeks to create cadres of Rensselaer graduates whotranslate data into actionable insight, communicate these findings and translate them intosolutions of compelling problems. Through a cross portfolio effort, Rensselaer will rapidlycreate a distinctive integrated interdisciplinary undergraduate program in data dexterity bycreationof keyneweffortsand strategicuseandenhancementofexistingefforts. Thedatadexterity program began with the premise that all Rensselaer students will have basic dataawareness and literacy skills as part of their core undergraduate experience. From thiswebuild in a pathway of data related courses and activities that culminate in the creation of adistinctivecadreofstudentsfrommanydifferentmajorswithadvancedcapabilitiesinfollowingdata dexterity objectives: 1) Usemodeling and analysis of data to formulate and solve realworldproblemsinscience,engineering,medicine,humanities,architecture,and/orbusiness;2)Be able to apply quantitative algorithms and techniques to diverse data and interpret theirresultsincludinganunderstandingofuncertainty;3)Communicateeffectivelytheresultsandinsights of data analysis to diverse audience through oral, written, and multi-mediapresentation;4)Exploitdatacyber-resourcesandrepositoriesforproblemsolvinganddevelopawarenessoftheimportanceofdatastewardshipanddocumentationacrossthedatalifecycle;5)Understandtheethicaluseandimpactofdataonsociety.Collaborators:IDEA(K.Bennett–AssociateDirector)/AcademicDeans/SchoolsActionPlan(CurrentYearandFY2018):
• Develop the framework for theData InterdisciplinaryChallenge IntelligentTechnologyExplorationLaboratoryor“DataINCITE”Laboratory
• SupportK.BennettsubmissionofNSFgrantinthisareaasrenewalofpriorgrant.ActionPlan(FY2019and2020):
• Establish multiple pathways to achieve data dexterity through various majors via asequenceofcoursesasdefinedinthenewcurriculumproposal.Thiswouldinvolvetwodata-intensiveexperiences–oneintheFreshmanyear(providedwithinBio1010andaspecializedcourse in ITWS),andanotherdiscipline-specificexperienceassociatedwiththeirsenioryearcourses.
• ExpandtheCenterofCommunicationPracticesto includeanalysisandcommunicationdataaspartofitscoremission.TeachingLearningAssistantswouldprovidesupportforuse,analysisandcommunicationofdataasdatadexteritybecomesanintegralpartofthecurriculum.
• Implement a data awareness core curriculum available to undergraduates asdetermined by the Core Curriculum Committee to immediately establish Rensselaerdistinctiveedgeindatadexterityinundergradeducation.ThisapproachembodiestheDataDexterityInitiativedescribedabove.
December 2016 School of Science Performance Plan for FY18 Page 21
Metrics/Milestones:Growthe“DataINCITELaboratory”(1Q,FY18)EngagefourIDEAandCSCIfacultyascoremembersoftheDataINCITELaboratoryCapstoneExperience(2Q,FY18)LongTermPerformanceMeasure:(Outcomemetric)AcadreofRensselaergraduateseducatedinBigDataandhighlysoughtafterbyindustryandacademicprograms.
Strategy2.3.7:ExpandtheCalculusVirtualBridgeProgram
Description:TheSchoolofScienceisleadingRensselaer’son-lineengagementeffortthroughdesignofcriticaltoolsforhostingcoursecontentanddevelopmentofcontentforthevirtualbridgeCalculuscoursethatwasexperimentallydeployedin1QFY15andagainin1QFY16and1QFY17.Eachmoduleconsistsofabout5-15minutesofvideo,brokenintosmallervideosunder4minuteseach,statictextwithformulasandkeyideastobedisplayedalongsidethevideo,asetof5-10problemsforthestudentstoworkafterwatchingeachvideowithanonlinehomeworksystem,andpossiblediscussiontopicsandalinktoadiscussionboardorchatroomsostudentscandiscussthevideoorgethelpwiththeproblems.Expansionofthisprogramwouldinvolveadditionalimplementationandrefreshingof“blendedlearning”materialtooptimizedelivery.Theresponsetothisprogramhassofarbeenverypositive.ActionPlan(FY18andBeyond):
• Expandtheprogramtomorestudents,focusingonURMstudentenhancement• UseRensselaerstudentsandfacultyforonlineofficehoursviathediscussionboardor
chatroomsostudentscangethelp• Definewaysofexpandingtootherfieldsofsciencetostimulateadditionaldiversity
Metrics/Milestones:ImprovedaveragestudentgradesinCalculusI(2Q,FY18)Improvedstudentretentionratesandfive-yeargraduationstatistics(4Q,FY20)ResourceRequirements:ResourceswillberequiredinordertoinstitutionalizethefulldeploymentofthisprogramasaregularSummerprogram.Risks:ThisschedulehasbeenveryaggressiveforthecompletionoftheVirtualBridgeProgram–continuedsupportforthefaculty,staff,andstudentsinvolvedwillberequiredforfullrealizationandsuccessfuldeployment.2.4StudentExperience=CLASS
Strategy2.4.1:WorkwithStudentLifetodevelopmeaningful,developmentallyappropriateopportunitiesforinteractionsbetweenstudentsandSciencefacultyoutsideoftheclassroom.
Description:IncollaborationwithmembersoftheStudentLifeportfolioandtheotheracademicdeans,wewilldefineandimplementaseriesofeventsandinteractionopportunities
December 2016 School of Science Performance Plan for FY18 Page 22
designedtobreakdownbarriersofcommunicationbetweenstudentsandfaculty.Theseeventswillbeplannedinsuchawaythattheyclusterstudentsaccordingtotheirclasslevelandinterests.ActionPlan(FY18andBeyond):
• Offer3-4SoSledCLASSeventsperyearandtracktheirimpact.• Expandthepilotprogramaccordingtolessonslearnedduringtheinitialsetofevents.• Hold“Dean’sOfficeHours”bothintheSoSDean’sSuiteandintheCommonstocollect
studentfeedbackandfosterinteractions.Metrics/Milestones:Thelevelofinvolvementwillinitiallybemeasuredbyundergraduateparticipationnumbersforeachevent,andthenbystudentfeedbackassessment.WewillalsoreachouttoCLASSdeansforindirectfeedbackaboutthesuccessoftheprogram.ResourceRequirements:Minorcostsassociatedwithlunchesandpizzaevents.Risks:Noidentifiablerisksbeyondtimespentinplanningandexecutingtheevents.
Strategy2.4.2:CollaboratewiththeOfficeofGraduateEducationandtheStudentLifeportfoliotodevelopandenhanceGraduateCLASS.
Description:WiththeadditionofnewresourcesinStudentLifetosupportCLASS,andthenewemphasiswithinOGEonenhancingthegraduateexperience(=CLASS),wewillcreatenewmechanismsforenrichingthegraduatestudentexperienceindevelopmentallyappropriateandtime-basedways.ActionPlan(FY18andBeyond):
• IncreaseSchoolinvolvementwiththeScienceGraduateCouncil• InvolveGPDsandGPAsinGraduateCouncilevents• Hold“Dean’sOfficeHours”bothintheSoSDean’sSuiteandatoff-sitevenuestocollect
graduatestudentfeedbackandfosterinteractions.Metrics/Milestones:ThelevelofinvolvementwillinitiallybemeasuredbygraduateparticipationnumbersinCouncil-sponsoredevents(currentlyfourperyear),andthenbystudentfeedbackassessment.WewillalsoreachouttothenewGraduateCLASSdeanforindirectfeedbackaboutthesuccessoftheprogram.ResourceRequirements:Minorcostsassociatedwithlunchesandoff-siteget-togethers.Risks:Noidentifiablerisksbeyondtimespentinplanningandexecutingtheevents.
December 2016 School of Science Performance Plan for FY18 Page 23
2.5ResourceGeneration
Strategy2.5.1:WorkwiththeSchoolofScienceconstituentadvancementofficerandtherestoftheInstituteAdvancementteamtocreatethecaseforinvestmentincriticalareasandmoveoutexpeditiouslytobringinresources,especiallyforourhighestpriorities.
Description:Fundingofstudentscholarshipsandfellowships,facultyhiringandretention,andfacilityupgradesareourhighestprioritiesforfundraising.Ourhiringgoalswillrequirea~$10MperyearinvestmentinspendablestartupfundingformanyyearstocomeifwearetomeetRensselaer’sfacultygrowthgoals.Andthefacilitiesupgradesrequireadditionalinvestmentthathasnotyetbeenquantified,butislikelyintherangeof~$20-$40M.Wearecommittedto“bridgingthegap”inundergraduatescholarshipsandbringinginnewgraduateFellowshipendowments.ThebestinstitutionsgiveFellowshipstoessentiallyALLfirstyearPhDstudents.Thiswillbeourlong-termgoal.Appendix5containsacatalogoffundraisinggoalsanddepartmentalpriorities.ActionPlan(FY18andBeyond):
• Engageinaggressivefundraising(includinggenerationofproductstobeusedinfundraisingefforts)insupportofSchoolofScienceinitiatives.
• IncreaseDepartment-levelengagementwithalumniandpotentialdonorswithspecificplansfromeachDepartment
• EmphasizetheimpactofthenewCampaignonthe“Faculty500”and“BridgingtheGap”fundraisingpriorities
Metrics/milestones:BookedgiftsandbequestsassociatedwiththeSchoolofSciencetoreach$7M(4Q,FY18)TwoorthreenewgraduatestudentfellowshipsdesignatedforSciencegraduates(4Q,FY18)TwotothreenewundergraduatescholarshipsdesignatedfortheSchoolofScience(4Q,FY18)AnnualRCOSfundingofatleast$100K(4Q,FY18)Resourcesrequired:TravelfundsforSchool-relatedtravelandattendancecostsforspecialIAeventswillbeneeded.Risk:Wearecurrentlylimitedinourabilitytoattractthebeststudentsandfacultybytheconditionofourfacilities,thelackoffundingflexibilityforsmall-scaleDepartmentinitiatives,andthelackofgraduatefellowships.Ourdiversityrecruitingwouldbeenhancedbyadditionalundergraduatescholarshipsaswell.Ourfundraisinggoalsseektomitigatetheserisks.Ifwearesuccessful,thepressureonInstituteE&Gfundswillbereduced,andourrecruitingandretentioneffortswillbemoresuccessful.
Strategy2.5.2:EngagethenewSchoolofScienceLeadershipCounciltosupportfundraisingandpositioningoftheSchool.
Description:TheprimarypurposesoftheLeadershipCouncilwillbetwofold:ToengageouralumniandothersupportersinpositioningtheSchoolforsuccessthroughphilanthropyandnetworking,andtoprovideexternalreferencepointsacrossoureducationalandresearch
December 2016 School of Science Performance Plan for FY18 Page 24
endeavors.MemberswillgaininsightandaccesstotherangeofactivitieswithintheSchoolandinturnwillprovidetheirsupportthroughadvice;throughbuildingconnectionswithalumni,friendsandindustry;andthroughphilanthropy.DuringFY17,theSoSworkedcloselywithIAleadershiptoidentifyaninitialgroupofproposedinvitees,andthefirstmeetingtookplacein1QFY17.ThislistincludessomeoftheSchool’sbestcurrentdonorsandthosewhohavestrongpotentialforfuturesupport,withfocusonensuringdiversityinraceandgender,departmentalrepresentation,andindustrysegment.Additionalactiverecruitingisnowunderwaytoachieveamembershipof15people,withashortlistofidentifiedcandidatesinplace.Theeventualgoalistohaveagroupofwell-positioned,highcapacityalumni,parents,andfriendsservingontheScienceLeadershipCouncil.ActionPlan(FY18andbeyond):
• WorkwithseniorcampusleadersandIApersonneltocompleterecruitingthefirstcohortofhigh-levelmemberstotheScienceLeadershipCouncilandidentifyaChair.
• HoldsecondandsubsequentmeetingsoftheCouncil(intheSpringof2017)Metrics/Milestones:InitialCouncilmembershipidentified:3QFY16FirstCouncilmeeting:1QFY17NextCouncilmeeting:4QFY17WewillmeasuredirectandnetworkedphilanthropicactivityfromSLCmembersResourceRequirements:NoadditionalresourcesareneededbeyondDean’straveltomeetandengageprospectivemembersoftheScienceLeadershipCouncil.SomeresourceswillberequiredtohosttheScienceLeadershipCouncilmemberswhiletheyareoncampus.Risks:IncreasingtheSchool’slevelofengagementwithhighlevelprospectsanddonorswillbecriticalifwearetosuccessfullyaddressthechallengesoutlinedbyPresidentJacksoninTheRensselaerPlan2024and,concurrently,meetthefinancialgoalsofRensselaer’supcomingcapitalcampaign.LeadershipCouncilsareacommonandeffectivemechanismfordoingthat.
Strategy2.5.3:IncollaborationwithIAandSCER, continuetoreviewandupdateallpromotionalmaterials,withaneartermfocusontheSchoolofScienceDepartmentalwebsites
Description:WerecentlycompletedanewSchoolbrochureandnowsendamonthlyNewslettertoover12,000alumniandfriendsoftheSchoolofScience!ThesegreatachievementshavebeenenabledbyastrongcollaborationbetweentheSchool,DotCIOandSCER,butespeciallythroughthededicationandeffortofourSchoolofSciencestaff.WebmodernizationisthenextcriticalstepforpromotingtheSchool,andthefirststepshavealreadybeentakeninthisdirection.ThewebisthemaingatewaytotheDepartmentsforprospectiveundergraduateandgraduatestudents,sothisactioncontributestoourkeygoalofincreasingthenumberandqualityofstudentsintheSchool.
December 2016 School of Science Performance Plan for FY18 Page 25
ActionPlan(FY18andbeyond):• WorkwithSC&ERtocreatethenextgenerationoftheSchoolofSciencewebsites,with
modernlookandfeel.• ContinuouslyupdatetheSchool’sdepartmentalwebsites,boththelookandfeelaswell
asthecontentanditsunderlyingimplementation(inprogress–continuousdevelopment)
• ModernizetheSchool’scenterwebsites,boththelookandfeelaswellasthecontentandtheirunderlyingimplementation
Metrics/milestones:SchoolofSciencewebsitecompletedandonline(3Q,FY17)Departmentalwebsitescompletedandonline(3Q,FY17)Next-GenerationSchoolandDepartmentWebsitesonline(4Q,FY18)Centerwebsitescompletedandonline(4Q,FY18)Resourcesrequired:Contentandimageryexpensesforinitialwebsiterefresh,plusperiodicupdates.SC&ERwillbeengagedinthisprocess,althoughexternalwebdevelopmentmaybenecessaryandwouldconstituteanadditionalexpense.ThiswouldincludeportraitphotographyaswellasDepartmentalgraphics.Risk:Notupgradingourcommunicationcurrencyofcontentwillresultinlossofstudentsandalumniengagement.PortfolioAdditionalHighestPriorities
Strategy3.1:Increasefacultyrecognitionthroughnominationsforprizes,awards,andacademyandsocietymemberships
Description:Outstandingperformanceinresearch,teachingandservicemustberecognizedinternallyandexternallywithappropriatefacultyawards.Inrecentyears,theSoShasheldanannualawardsreceptiontorecognizefaculty,staff,andstudentswhohaveexcelled.Thiseffortmustbeexpandedtosystematicallynominatefaculty,staff,andstudentsforappropriateawardsexternaltotheschoolandthosewithinRensselaer.PlanningforfacultyrecognitionformostawardswillbeincludedinthepersonnelevaluationsofeachDepartmentHeadtoensureaccountabilityforthis.ForrecognitionlikeelectiontotheNationalAcademy,wewillcreateastrategywiththeVPforResearchandotherseniorleaders,andimplementanannualprocesstopositioncandidates.ActionPlan(FY18andbeyond):
• Developaknowledge-baseofdiscipline-specificawards• Encouragealldepartmentstoactivelynominatefacultyforawardsusingtheknowledge-
baseasareferenceforavailableawardsMetrics/milestones:(FY18andongoing)Developaknowledge-baseofdiscipline-specificawards(4Q,FY17)
December 2016 School of Science Performance Plan for FY18 Page 26
Alldepartmentsnominatingalleligiblefacultymembersfornationalawards(4Q,FY18)Resourcesrequired:NonewresourcesneededRisk:None,ifimplemented.Opportunitylossriskexistsifnoteffective.
Strategy3.2:ContinueourfocusonlaboratorysafetythroughanupgradedSoSsafetycommittee,regularstatusreviews,andensuringthatappropriatetrainingisreceivedbyall.
Description:Inoureffortstobeevervigilantinassuringlaboratorysafety,wehavere-formulatedtheSchoolsafetycommittee.Inthecomingyear,thiscommitteewillestablishbest-practicesguidelinesandexpectationsforlabandothersafety,andwillensurethatregularinspectionsarebeingcarriedoutinallSchoollaboratories.Wewillalsoputanincreasedfocusonensuringallwhoarerequiredtodosotaketheneededtraining.ThiswillrequiremoreintensivecollaborationwithEnvironmentalHealthandSafetyinHRaswedonothaveaccesstodataonwhohascompletedthetrainingandwhohasnot.Weincludeallwet-labactivegraduatestudentsandundergraduatesinourtrainingcohort.Ourgoalis100%trained.WewillworkwithEnvironmentalHealth&SafetyaswellasFacilitiestoensurethatdisposalofpaper,electronicandchemicalwasteisrelativelyeasyforfacultyandstaffandwewillexpecttheirparticipation.ActionPlan(FY18andbeyond):
• Facilitatetrainingofallstudentsinlaboratorysafetybeforeenteringalab.• Improvetrackingofstudenttrainingtobetteridentifywhentrainingisneededand
whenithasbeencompleted.• MaintainaTraincasterKioskinaconvenientlocationsothatstudents,facultyandstaff
havelaboratorysafetytrainingreadilyavailable,andinstalloneinthenewSoSHUBMetrics/Milestones:Fulltrackingofstudentlabsafetytraining(Completed,2Q,FY16)Emphasisonmaintaining100%safetytrainingofallstudentswhoareinlaboratoriesResourceRequirements:Nonewresourcesneeded.Iffundsareneededforthecleanup,wewillredirectwithinexistingresources,asthisisanimportantpriority.Risks:Safetyrisksarereal–thisactionismeanttoputsafetyfrontandcenterintheSchool.Inaddition,theconditionofourresearchspacespresentsasignificantrisktoourabilitytoattractandretainthebestfacultyandstudents.Attentiontobasicupgradeswillmitigatethisrisk.
Strategy3.3:Continueandexpandourfocusondiversitywithspecialeffortsinhiringandretainingdiversefacultyandstaff,creatingawelcoming,inclusiveclimate,andincreasinggenderdiversityinourstudentbodyinallDepartments,withspecialfocusonComputerScienceandPhysics,AppliedPhysicsandAstronomy.
Description:MeetingtheglobalchallengesandInstitutegoalsarticulatedintheRensselaerPlan2024requiresthebrainpowerandinnovationofadiversecommunityoffaculty,students
December 2016 School of Science Performance Plan for FY18 Page 27
andstaff.Bringingtogetherpeoplefromdiversebackgrounds,withdiverseintellectualperspectives,andwithdiversesetsofexperiencesisoneoftheundergirdingrequirementsforasuccessfulfuturefortheSchoolofScience.Specifically,intheFY18PerformancePlan,wewillfocusonrefiningourimplementationofbestpracticesinhiringtoensureaninclusivehiringprocessthatresultsinthehighestqualitydiversetalentpool.Wewillhighlighttheaccomplishmentsofwomenandunderrepresentedfacultyinwebandprintarticlesasrolemodelsforourexistingandprospectivestudentsandpotentialhires.UsingthenewlyappointedSchoolofSciencefaculty“dualmentor”system,wewillworktostrengthenDepartment-levelmentoringofjuniorfacultywhoareonthetenure-track.Fromthestudentperspective,wewillfocusonincreasinggenderdiversityinComputerScience,whereonly16%ofthemajorsarewomen–anincreasefrom14%lastyear.ComputerScienceisthesecondmostpopularmajorwithover802majors+dualmajors,andisripeforproactivediversification.Physics,AppliedPhysicsandAstronomywillalsofocusongenderdiversity,havingrisenfrom8%to11%inthepasttwoyears.ActionPlan(FY18andbeyond):
• Highlighttheaccomplishmentsofwomenandunderrepresentedminoritiesinwebandprintmodelsasrolemodelsforotherstudentsandfaculty.
• Raisefundstosendmorethan30womenComputerSciencestudentstotheannualGraceHopperCelebrationofWomenandComputing.
• UpdatehiringguidelineswithbestpracticesfromtheSTRIDEProgramMetrics/Milestones:Updatedhiringguidelines-completed(1Q,FY16)HighlightsofwomenandunderrepresentedminoritiesonallSchoolwebsites(2Q,FY18)Sufficientfundsraisedtosupportparticipationofatleast30studentsandfacultyintheGraceHopperConferenceannually(1Q,FY17)[Note:35studentsparticipatedin1QFY17]Monthlypublicationofanewprintorwebarticleontheaccomplishmentsofwomenandunderrepresentedminorities(1Q,FY17)ResourceRequirements:Wewillneedtoraiseabout$20-30KperyeartosupportattendanceattheGraceHopperCelebrationofWomenandComputing.TheSoSwilltakeresponsibilityforthis.Risks:Ensuringadiverse,inclusiveenvironmentisanabsoluterequirementforfuturesuccess.Themodestlevelsofsupportrequestedhereareneededtoachieveourdiversitygoals.
Strategy3.4:WorkwithDotCIOtoimplementtherecommendationsoftheAcademicITTaskForce,specificallyfocusedonstaffingandhardwarereplacementneeds.
Description:OutsideoftheComputerSciencedepartment,thereisnotechnicalsupportforfacultyandstaffintheSoSwhenissuesariseincomputerinstallationandmaintenance,security,networkingandcommunications,databackups,andotherrelatedissues.Facultyandstaffmustfendforthemselvesorbegforsomeonetohelp.Thisresultsinsignificantrisk,lossofproductivity,securityissues,andpoorplanningandpreparationforfuturetechnology
December 2016 School of Science Performance Plan for FY18 Page 28
failures.ItisasignificantriskthattheSoScannolongertolerate,anditissimplyunacceptableforamoderntechnologicalinstitution.Inaddition,mostgrantsdonotpermitpurchaseofcomputers(laptopsordesktops),andthereisnomechanismtoregularlyreplacecomputersforallstaffandfaculty.EssentiallyALLfacultyandstaffnowREQUIREcomputerstodotheirjobs,whetherforteachingorforsupportfunctions.Therefore,wemusthavebothguidelinesforfrequencyofreplacementandfundingtodoso.ActionPlan(FY18andbeyond):
• HiretwoITstaffmembersintheSchoolofSciencetosupportITsystemsintheSchool(FirstrecommendationoftheITTaskForce).
• Createaprogramforcomputerhardwarerenewalonacyclicbasis(SecondrecommendationoftheITTaskForce)
Metrics/Milestones:HirefirstITstaffmemberfortheSchool(4Q,FY18)Plandevelopedforcyclicreplacementofcomputerhardware(4Q,FY18)Planimplementedforcyclicreplacementofcomputerhardware(1Q,FY19)ResourceRequirements:AccordingtothehighestpriorityrecommendationsoftheITTaskForce,addressingthisactionrequiresadditionofatleastonefull-timestaffsupportpersonassignedfulltimetotheSchoolofScience.IfweassumethatChairedProfessorswillcoverreplacementsystemsfromtheirChairFunds,anda3-yearreplacementcycle,thenreplacementsystemsfor44peopleperyearwillberequired.Assumingacostof$2000/system,thetotalcostis$88K/year.Werequestthisasanincreasetoournon-salaryE&Gbudget.Risks:LackofacademiccomputingequipmentandsupportisoneofthemostsignificantrisksintheSchool.Itimpactsourabilitytorecruitfaculty,andtoexecuteeventhemostbasicactivitiesoftheSchool.Itsignificantlyimpactsproductivityandposesriskstosecurityanddatamanagement.Inaddition,itcontributestoretentionissuesintheSchool.Risksarelossofproductivity,insecureactivities,andlossoffaculty.
Strategy3.5:CollaboratewiththeCampusLeadershiptogainagreementonnextstepsfornewfacilities includingacomprehensivespaceplanforfuturegrowthoftheSchoolofScience(i.e.,AlternativestotheoriginalCenterforScienceproposal).
Overview:TheCenterforSciencewaswidelydiscussedasthenextmajorbuildingtobeconstructedontheRensselaercampus,butiswaitingforfundingthroughtheupcomingCapitalCampaign.AsrecentlyastheFY13PerformancePlanningprocess,itwasspecificallynamedasoneofthefiveInstitute-widehighestpriorities,anditisspecificallycalledoutasapriorityintheRensselaerPlan2024(p.27).Clearly,untilthisconceptisrealizedthroughdirectedfundraising,alternativespacestrategiesareneededtoallowforanticipatedandrequiredgrowthinfaculty.Recentdiscussionshaveresultedinachangeinfocusforthisproject,with
December 2016 School of Science Performance Plan for FY18 Page 29
thespecificnextstepsnotyetfullydefined.Giventhepriorspecificpriorityandcommunicationaboutthisproject,itisimportanttoprovideclearexpectationsgoingforward.ActionPlan(FY18andbeyond):
• DevelopaclearmessageaboutthefutureoftheCenterforScienceandrelatedsciencefacilitiesoncampus
• CompleteanewplanningfocusonspaceforgrowthoftheSchoolofScience• Intheinterim,executerenewalprojectsdescribedinAppendix2toensurethatthe
SchoolhasneededspaceforstudentandfacultyactivitiesundertheRensselaerPlan2024.
Metrics/Milestones:AgreementonkeymessagesaboutthefutureoftheCenterforScience(2Q,FY18)CompletenewplanningfocusonspaceforgrowthoftheSchool(4Q,FY18)PlaninplaceforFY18hiring(4Q,FY18)PlaninplaceforFY19hiring(4Q,FY19)Completeinterimrenewalprojectsasneeded(ongoing)
ResourceRequirements:ResourcesneededfortheSchool’snear-termfacilityrequirementsarearticulatedintheCapitolplanningprocessandsummarizedinAppendix2.Risks:TheSchoolofSciencewillhavedifficultyattractingnewfacultyandexpandingourstudentranksiftheuncertaintyregardingfuturefacilitiescontinues.Virtuallyallofourpeer(andevenbelow-peer)institutionshadsciencefacilitiesofsimilarvintagetotheJonssonRowlandScienceCenter.Theyhavenowessentiallyallbeenupgradedorreplacedwithnewerfacilities.Thisis,quitesimply,acompetitivenessissueforScienceatRensselaer.Thuswemustbeaggressiveindeterminingourstrategyandapproach,andinexecutingit.Inthemeantime,however,wemustbegintorenovateexistingfacilities.
Strategy3.6:Hireatleasteightadditionalregularlecturers,SeniorLecturersandProfessorsorPractice in the School of Science to improve the quality of instruction and course deliveryconsistencyandasacombinedmeasurewhileT&TT facultynumbersarebeing increasedandclasssizesarelarge,andtosupportthecomingSummerArchandongoingenrollmentsurge.
Description:Asourfacultynumbershaddecreasedbyalmost15inthepast10-15yearsandhaveonlyrecentlybeguntoriseagain,ourstudentcredithourstaughthasincreasedby7,600andournumberoflecturershasonlyincreasedbyfive,themajorityofwhomarebeingtransitionedfromone-yearGAP-basedappointments.Anunavoidableconsequenceofthedeclineinfacultynumberswhilestudentnumbersincreaseisanincreaseinthenumberofcoursestaughtbynontenure/tenure-trackfaculty.Thisdoesnotnecessarilyresultindecreasedquality,howeverifadjunctsarerequiredtofulfillourteachingresponsibilities,theplanningismoredifficultandthequalityandcommitmentmorevariable.Wedohave12full-orpart-timelecturersintheSchoolofSciencewhoarestrongteachersandcommitted
December 2016 School of Science Performance Plan for FY18 Page 30
membersofourcommunity.Whilewerebuildthefacultyranks,thebestoptiontomaintainthequalityofaRensselaereducationistohireteachingfellowswithtwo-yearappointmentsandlecturers(andseniorlecturers)onrenewablethree-yearcontracts,andthisrequires“hardened”positionswithinoursalaryE&G.Inthisway,ourteachingplanswillstabilize,ourstudentswillreceivebetter,moreconsistentinstruction,andwewillhavethetimeweneedtorebuildourfacultynumbers.Notethatifourfullfacultyhiringplanisapproved,thatshouldalleviatetheneedfortheselecturerhires.However,givenfiscalconstraints,amixofhireswithteachingfellowandlecturerhiresmaywellmakesense.Appendix4showsdetailsofthehiringplanforLecturers.ActionPlan(FY18andbeyond):
• HireeightadditionalLecturers,SeniorLecturersorProfessorsofPracticeonthree-yearcontractsbythestartofFY18.Morespecifically,oneforChemistry&ChemicalBiology,twoinComputerScience,oneinBiology,oneinEarthandEnvironmentalSciences,oneinMathematicalSciences,andtwoinPhysics,AppliedPhysicsandAstronomy.
• Neartheendofeachthree-yearcycle,re-evaluatetheneedforlecturersgiventhecurrenttenuredandtenure-trackfacultysize.
• PredicateLecturerhiresbasedonchangesinteachingneedbroughtaboutbytheSummerArchphase-in.
Metrics/Milestones:SixnewlecturershiredfortheFall2017semester(1Q,FY18)Dynamicbalancingofthelecturerhiringdrivenbytherateoftenuredandtenure-trackfacultymaintainedforoptimallymeetingtheteachingmissionoftheSchool(on-going)ResourceRequirements:Hiringsixlecturers,SeniorLecturersorProfessorsofPracticewouldrequirefundingofthepositionsatappropriatelevels.ThiswillreducethesizeoftherequestedGAPeachoftheseyears.Risks:Thebiggestriskwefaceinourdeliveryofcurriculumwithincreasedstudentnumbersandreducedfacultynumbersisreputationalandfinancial.Ourreputationcouldbehurtthroughuseofexcessivenumbersofadjunctstodeliverourcourses.Eventuallythiswillimpactenrollmentandthereforeourfinances.Inaddition,weriskcontinuedexcessivelevelsofefforttodealwiththe“gap”fundingissueandscramblingtofindqualifiedadjunctslateintheprocessifwecannotstabilizethenumberofteachingfaculty.Thiswillimpactourabilitytorecruitthebeststudents.Summary:AdvancingScienceandRensselaerThisPerformancePlanlaysoutspecific,coordinated,measureable,achievableactionsthat,iftaken,willpropeltheRensselaerSchoolofSciencetoanewlevelofexcellence,andthuswilladvancetheentireUniversity.Theseactionswillalsoadvanceknowledge,andadvancethetrainingofthenextgenerationofscientists,andassucharecriticaltothefutureprosperityofourregion,andtheNation.
December 2016 School of Science Performance Plan for FY18 Page 31
Ourhighestpriorityactionsinclude:
• CompleteFY17hiresandexecuteplannedFY18hires,includingconstellationpositions,endowedchairs,teachingfellowsandlecturersinaninclusiveanddiversity-focusedmanner
• SupportCLASS,theRensselaerTeachingandLearningCollaboratory(TLC)andtheChallengeStudio
• EstablishbasicITsupportforSchoolactivities• InitiateupgradesofSchoolteachinglabsandotherfacilities• Stabilizeresearchsupport,includingfocusedeffortsinalignmentwiththeInstitute-wide
highestPriorityinitiatives• FundraiseforInstituteandSchoolprioritiesbygrowingandleveragingtheScience
LeadershipCouncil(SLC)• Increasesizeandqualityofenrollments,andfindappropriatemechanismsto“rightsize”
thenumberofComputerSciencemajorsWehaveplansandmechanismsinplacetoenableustocarryouttheproposedactions.Weunderstandtherisksinvolved,andhaveplanstomitigatethem.Wearecommittedtosuccess.ItistimeforScienceatRensselaertotakeournextsteps.
December 2016 School of Science Performance Plan for FY18 Page 32
SupplementaryMaterialforSectionII–IncludingTables1&2andAppendices1-4
Table1:InvestmentandReturnintheSchoolofScience
FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18* FY20*
T&TT
Faculty108 103 103 97 96 99 101 101 102 105
NewHires 2 1 1 8 6 6 5 5 3 6
UG
Students1,286 1,282 1,309 1,265 1,310 1,357 1,467 1,686 1,650 1,700
Grad
Students320 334 347 350 339 369 345 315 350 375
Credit
Hours67,352 67,018 67,256 68,927 71,153 71,635 74,625 78,300* 78,000 80,000
BS
Awarded289 278 313 321 298 281 302 320* 350 400
MS
Awarded96 98 79 97 79 106 104 110* 115 120
Ph.D.
Awarded51 41 49 41 40 45 43 50* 55 60
Members
ofAcademy3 3 3 3 3 2 2 2 3 4
Research
Expend.
($M)
23.8 25.7 26.2 24.9 21.3 23.4 21.1 25.0* 27.0 30.0
Research
Awards
($M)
31.1 25.5 28.2 22.3 27.3 21.7 21.9 25.0* 27.0 30.0
*Projected
December 2016 School of Science Performance Plan for FY18 Page 33
Table2:BenchmarkswithPeerSchoolsofScience
RensselaerNow
MIT†# CMU†# Rice†# GeorgiaTech†#
RensselaerGoal(FY20)
Tenured&Tenure-TrackFaculty
101 399 204(326*) 130 265 105
UndergraduateStudents
1,686 1,566 1,342 1,186 2,424 1,700
/T&TTFaculty 16.7 3.9 6.6 9.1 9.1 16.2
GraduateStudents
315 1,985 1,286 542 1,499 375
/T&TTFaculty 3.1 4.9 6.3 4.2 5.7 3.6
TotalStudents 2,001 3,551 2,628 1,728 3,923 2,075
/T&TTFaculty 19.8 8.9 12.9 13.3 14.8 19.8
BSAwarded 302 502 325 324 515 400
/T&TTFaculty 3.0 1.3 1.6 2.5 1.9 3.8
MSAwarded 104 232 321 91 281 120
/T&TTFaculty 1.0 0.58 1.6 0.7 1.1 1.1
Ph.D.Awarded 43 255 114 76 87 60
/T&TTFaculty 0.43 0.64 0.56 0.58 0.33 0.57
TotalDegreesAwarded
449 989 760 491 883 580
/T&TTFaculty 4.45 2.5 3.7 3.78 3.3 5.5
ResearchVolume($M)
$21.9 $285.25 $147.00 $48.60 $90.00 $30.00
/T&TTFaculty $0.22 $0.71 $0.72 $0.37 $0.34 $0.29
*Facultyofalltypes†MemberoftheAAU#Asof2012
SchoolofScience
SchoolofScience+ComputerSci.fromSchoolofEngineering
CollegeofScience+SchoolofComputerScience
SchoolofNaturalSci+ComputerSci.fromSchoolofEngineering
CollegeofScience+SchoolofComputerScience
SchoolofScience
December 2016 School of Science Performance Plan for FY18 Page 34
Appendix3:SoSTenuredandTenure-TrackHiringPlanandPriorities,FY17-22
ContinuedonNextPage
FY17(inprogress)
FY18 TotalHiresThroughFY18
BiologicalSciences
AssistantDevelopmentalCellular/Neuroscience
TeachingFellow Faculty:1Fellow:1
Chemistry&ChemicalBiology
Associate/FullD'AmbraChair,Medicinal/OrganicChemistry
TeachingFellow Faculty:1Fellow:2
TeachingFellow
ComputerScience
AssistantGoldbergReplacement(Thematic)
TeachingFellow Faculty:2Fellow:3
FullRickettsChair,ComputationalNetworkScience
TeachingFellow
TeachingFellow
EarthandEnv.Sciences
Associate/FullEnvironmentalScience(Thematic)
TeachingFellow Faculty:1Fellow:1
MathematicalSciences
AssistantModeling&Simulation/ComplexSystems
TeachingFellow Faculty:1Fellow:1
Physics,AppliedPhysics&Astronomy
ConstellationProfessorComputationalBiology(GarciaReplacement,BCBI)
TeachingFellow Faculty:1Fellow:2
TeachingFellow
Constellations ConstellationProfessor(s)TissueEngineering&RegenerativeMed(DeptTBD)
ConstellationProfessor(s)TissueEngineering&RegenerativeMed(DeptTBD)
ConstellationProfessor(s)ComputationalScience&Engineering(DeptTBD)
ConstellationProfessor(s)ComputationalScience&Engineering(DeptTBD)
ConstellationProfessor(s)CISL(DeptTBD)
ConstellationProfessor(s)CISL(DeptTBD)
Total 7+Constellations10Fellows+Constellations 7Faculty+10
Fellows+Constellations
ReplacementPositions 3Fellows
GrandTotal 7+Constellations13Fellows+Constellations 7Faculty+13
Fellows+Constellations
December 2016 School of Science Performance Plan for FY18 Page 35
ContinuedonNextPage
FY19 FY20 TotalHiresThroughFY20
BiologicalSciences
TeachingFellow AssistantEcologyandEnvironmentalBiology
Faculty:2Fellow:3
TeachingFellow
Chemistry&ChemicalBiology
TeachingFellow Assistant/AssociateComputationalChemistry
Faculty:3Fellow:3
Assistant/AssociateInorganicorPolymer/MaterialsChemistry
ComputerScience
TeachingFellow AssistantArtificialIntelligence/CognitiveComputing
Faculty:5Fellow:5
TeachingFellow AssistantNextGenerationComputing
FullRickettsIIChair,Human-ComputerInteraction
EarthandEnv.Sciences
TeachingFellow Assistant/AssociateEnvironmentalChemistry
Faculty:2Fellow:2
MathematicalSciences
TeachingFellow AssistantMathematicalandComputationalNon-LinearOptimization
Faculty:2Fellow:2
Physics,AppliedPhysics&Astronomy
TeachingFellow AssistantData-DrivenObservationalAstronomy
Faculty:3Fellow:4
TeachingFellow AssistantCondensedMatterTheorist(QuantumMonteCarlo)
Constellations ConstellationProfessor(s)TissueEngineering&RegenerativeMed(DeptTBD)
ConstellationProfessor(s)TissueEngineering&RegenerativeMed(DeptTBD)
ConstellationProfessor(s)ComputationalScience&Engineering(DeptTBD)
ConstellationProfessor(s)ComputationalScience&Engineering(DeptTBD)
ConstellationProfessor(s)CISL(DeptTBD)
ConstellationProfessor(s)CISL(DeptTBD)
Total 9Fellows+Constellations10Faculty+Constellations 17faculty+19
fellow+Constellations
ReplacementPositions 3Fellows 3Faculty
GrandTotal 12Fellows+Constellations
13Faculty+Constellations20faculty+25
fellow+Constellations
December 2016 School of Science Performance Plan for FY18 Page 36
FY21
FY22 TotalFY17-22Hires
BiologicalSciences
AssistantQuantitativeBiology(DataDriven)
Faculty:4Fellow:3
AssistantNeurobiology
Chemistry&ChemicalBiology
Assistant/AssociateMedicinalChemistry/DrugDiscovery
Faculty:4Fellow:3
ComputerScience
AssistantComputationalEconomicsandAlgorithms
Faculty:7Fellow:5
AssistantSecurityandPrivacy/IoTs
EarthandEnvironmentalSciences
AssistantGeoinformaticsandDataScience
Faculty:3Fellow:2
MathematicalSciences
AssistantData-DrivenModelingandAnalysisinBiomedicine
Faculty:3Fellow:2
Physics,AppliedPhysics&Astronomy
AssistantCondensedMatterExperimentalist
AssistantComplexNetworks
Faculty:7Fellow:4
AssistantAstrophysics(HPC-Centric)
AssistantCondensedMatterExperimentalist
Constellations ConstellationProfessor(s)TissueEngineering&RegenerativeMed(DeptTBD)
ConstellationProfessor(s)TissueEngineering&RegenerativeMed(DeptTBD)
ConstellationProfessor(s)ComputationalScience&Engineering(DeptTBD)
ConstellationProfessor(s)ComputationalScience&Engineering(DeptTBD)
ConstellationProfessor(s)CISL(DeptTBD)
ConstellationProfessor(s)CISL(DeptTBD)
Total 10+Constellations2+Constellations 28faculty+19
fellow+Constellations
ReplacementPositions 4 4
GrandTotal 14+Constellations
6+Constellations39faculty+25
fellow+Constellations
December 2016 School of Science Performance Plan for FY18 Page 37
Appendix4:SoSLecturerHiringPlanandPriorities,FY18-20
Department FY’18 FY’19 FY’20 BiologicalSciences 1 Chemistry&ChemicalBiology 1 ComputerScience 2 1 Earth&EnvironmentalSciences 1 MathematicalSciences 1 1 1Physics,AppliedPhysicsandAstronomy 2 InformationTechnologyandWebScience
Total 8 2 1