SoS FY18 PerformancePlan.pdf

December 2016 School of Science Performance Plan for FY18

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:


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.


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.


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.


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


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


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.


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.


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.


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.


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


• 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.


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.


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


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)


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)


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


• 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)


• 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.


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.


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


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.


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


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.


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)


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


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


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


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


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.


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.


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


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


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

ComputerScience

AssistantGoldbergReplacement(Thematic)


FullRickettsChair,ComputationalNetworkScience

TeachingFellow

TeachingFellow

EarthandEnv.Sciences

Associate/FullEnvironmentalScience(Thematic)


MathematicalSciences

AssistantModeling&Simulation/ComplexSystems


Physics,AppliedPhysics&Astronomy

ConstellationProfessorComputationalBiology(GarciaReplacement,BCBI)


TeachingFellow

Constellations ConstellationProfessor(s)TissueEngineering&RegenerativeMed(DeptTBD)

ConstellationProfessor(s)TissueEngineering&RegenerativeMed(DeptTBD)

ConstellationProfessor(s)ComputationalScience&Engineering(DeptTBD)


ConstellationProfessor(s)CISL(DeptTBD)


Total 7+Constellations10Fellows+Constellations 7Faculty+10

Fellows+Constellations

ReplacementPositions 3Fellows

GrandTotal 7+Constellations13Fellows+Constellations 7Faculty+13

Fellows+Constellations


ContinuedonNextPage

FY19 FY20 TotalHiresThroughFY20

BiologicalSciences

TeachingFellow AssistantEcologyandEnvironmentalBiology

Faculty:2Fellow:3

TeachingFellow


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


TeachingFellow AssistantMathematicalandComputationalNon-LinearOptimization

Faculty:2Fellow:2


TeachingFellow AssistantData-DrivenObservationalAstronomy

Faculty:3Fellow:4

TeachingFellow AssistantCondensedMatterTheorist(QuantumMonteCarlo)







Total 9Fellows+Constellations10Faculty+Constellations 17faculty+19

fellow+Constellations

ReplacementPositions 3Fellows 3Faculty

GrandTotal 12Fellows+Constellations

13Faculty+Constellations20faculty+25



FY21

FY22 TotalFY17-22Hires

BiologicalSciences

AssistantQuantitativeBiology(DataDriven)

Faculty:4Fellow:3

AssistantNeurobiology


Assistant/AssociateMedicinalChemistry/DrugDiscovery

Faculty:4Fellow:3

ComputerScience

AssistantComputationalEconomicsandAlgorithms

Faculty:7Fellow:5

AssistantSecurityandPrivacy/IoTs

EarthandEnvironmentalSciences

AssistantGeoinformaticsandDataScience

Faculty:3Fellow:2


AssistantData-DrivenModelingandAnalysisinBiomedicine

Faculty:3Fellow:2


AssistantCondensedMatterExperimentalist

AssistantComplexNetworks

Faculty:7Fellow:4

AssistantAstrophysics(HPC-Centric)

AssistantCondensedMatterExperimentalist







Total 10+Constellations2+Constellations 28faculty+19


ReplacementPositions 4 4

GrandTotal 14+Constellations

6+Constellations39faculty+25



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

SoS FY18 PerformancePlan.pdf

Documents

Transcript of SoS FY18 PerformancePlan.pdf