School of Humanities and Social Sciences Performance Plan for FY04 John P. Harrington, Dean December 5, 2002 TABLE OF CONTENTS I. II. III. IV. V. VI. VII. Executive Summary 2 Institute-Wide First Year Highest Priorities 4 A. Initiatives in Biotechnology and Information Technology B. First Year Experience C. Electronic Media and Performing Arts Center and Programs 4 5 7 Other Portfolio High Priorities 8 A. Expand Research, Scholarship, and Creative Production B. Graduate Education C. Undergraduate Education 8 10 11 Performance Measures 13 Resource Plan 16 Fundamental Undergirding Requirements 18 Appendices 20 A. Tables and Figures Table 1. Table 2. Table 3. Figure 1. Figure 2. Figure 3 Figure 4. Research Grants Submitted and Awarded Representative Sponsored Research Activity Full-Time, Tenure-Track Faculty in H&SS H&SS Faculty Headcount Projected Growth in Sponsored Research Credit Hours Taught by H&SS Faculty Growth in H&SS Dual Majors B. Doctoral Program Proposal for Cognitive Science C. Program Goals: M.S. in Human-Computer Interaction D. Rensselaer Community Outreach Partnership Center (COPC) 20 20 21 21 22 23 23 24 53 56 2 Section I. Executive Summary After substantial internal change, and significant investment by the Institute, the School of Humanities and Social Sciences is poised to become a major contributor to the Rensselaer Plan’s ultimate objective of transforming the Institute into a "top-tier worldclass technological university with global reach and global impact." The School of Humanities and Social Sciences Performance Plan for FY04 applies the premise that “research potentiates education” to the unique roles that humanities and social sciences disciplines play in all university settings. Education and research have been inextricably linked in the school’s long-standing mission statement: introduce all Rensselaer students to humanities and social science disciplines and also create innovative undergraduate and graduate programs. Now H&SS is prepared to launch a world-class research enterprise that fuels learning and enhances the Rensselaer profile for students, faculty, and communities. H&SS will add diversity to research and teaching enterprises at Rensselaer and so create true university status. Each part of the H&SS FY04 Plan, including Institute Highest Priorities and Portfolio Highest Priorities, combines research and teaching into related practices that address both excellence in core institute strengths and breadth required for university status. Hence the H&SS Plan for joining the Biotechnology and Information Technology initiatives combines an aggressive funded research plan in Cognitive Science, a platform for scholarship on implications of emerging technologies, and a plan for developing further "communiversity" projects that already link departments in H&SS joint endeavors. Each further part of the plan similarly includes balanced initiatives in funded research—our overarching goal—with intellectual examination and pragmatic application. This, we believe, is how “research potentiates education.” Taking our direction from Rensselaer's core strength in interdisciplinary work, this plan is organized around research and education functions rather than around individual departments. The Institute Highest Priorities addressed first are the Biotechnology and Information Technology initiatives; First-year Experience; and the Experimental Media Performing Arts Center. The Portfolio Initiatives addressed subsequently are the Research Agenda; Graduate Education; and Undergraduate Education. Each function includes contributions from all departments, and so the H&SS FY04 Plan is a schoolwide vision of the contribution that the humanities and social sciences can make to a technological university. Each of the five H&SS departments, however, is also committed to ambitious goals linked primarily to it. The Arts Department is prepared to become artistic collaborator with EMPAC. The Cognitive Science Department is prepared to launch a new Ph.D. program. Tthe Economics Department is prepared to diversify the scope of funded research it conducts, establish editorial homes for scholarly journals and host several 3 conferences on-campus. The Department of Language, Literature, and Communication is prepared to open a new research facility in the Gurley Building in downtown Troy, create a new "ubiquitous" campus sense of communicative performance, and internationalize the curriculum by institutionalizing the study of foreign languages. The Department of Science and Technology Studies is prepared to push forward new research centers, extend several research projects on the impact of digital technology in the City of Troy, and begin the process of recruiting a new chair. These initiatives —and performance measures to chart them—give the School of Humanities and Social Sciences an expanded sense of connection with faculty and students across the Rensselaer campus, as well as with colleagues and communities external to Rensselaer. In order to realize these goals, the H&SS FY04 Resource Plan begins with reallocation and redirection of resources. The plan commits resources to raising the compensation levels of vacant faculty positions and to making substantial contributions to graduate student financial aid. Both will require complementary austerities, but both will insure that faculty positions and graduate programs in H&SS are competitive. The resource plan further commits the school to a budget plan that will use internal resources for a variety of curricular and research projects that will insure a cutting-edge intellectual culture for teaching and research purposes. In return, the School must rely on Institute support for short-term graduate student support to provide a transition to a new research model without damage to the recruiting potential of these programs for faculty and students alike. A number of compelling research and education areas including Biotechnology and Information Technology are presented as additional initiatives for support. The H&SS FY04 Resource Plan foregoes establishing new internal structures and offices for greater campus partnerships. Undergraduate program goals have been planned with the Office of Undergraduate Programs and the Office of Enrollment Management. The plan for transition to a new model for Graduate Programs has been developed in close consultation with the Office of Graduate Programs. Developing the new H&SS potential in funded research, scholarship, and creative projects is proposed on the basis of closer working relationships with the Office of Vice President of Research and the Office of Individual and Organizational Advancement. The H&SS Dean, in particular, is committed in the plan to much more development work, including the capital campaign, as directed by the Office of Institute Advancement. The essence of the H&SS FY04 Plan is to make the technological university both more technological, by development of areas such as communication, cognitive science, and ecological economics that are fundamentally social science disciplines, and also to make the technological university more of a university, by development of humanities disciplines that have primary impact on general education, on arts, and on communities. In this dual role—genuinely H and SS—the School plans to contribute to Rensselaer as a whole by enhancing its scientific, academic, and public profile. 4 Section II. FIRST YEAR HIGHEST PRIORITIES A. Initiatives in Biotechnology and Information Technology In the previous two performance plans submitted, faculty in the School of Humanities and Social Sciences have crafted a plan of action that has enabled the School to realize “the most significant transformation” identified by The Rensselaer Plan: the need to “create a research portfolio of substantially greater size, quality, prominence, and impact.” H&SS has worked to achieve this transformation primarily by enhancing research and scholarly work in the Institute’s high-priority areas of information technology and biotechnology. We have pursued an ambitious agenda from an intellectual perspective unique to the interdisciplinary composition of the five departments that comprise H&SS. We have been successful in increasing the overall level of externally funded research in ways that enhance the stature of H&SS as a school and the prominence of Rensselaer as a technological university (See Tables 1 and 2 in Appendix A). This success has served to strengthen confidence and cultivate within H&SS a sense that “we can do this.” Goal Statement: With this important foundation now secure, we will intensify our research effort in FY04 in order to: create a distinctive intellectual identity and prominent research profile for the humanities and social sciences in information technology and biotechnology. Strategies: We will work together as a School to achieve this goal by pursuing the following strategies: 1. Move to a nationally leading level of sponsored research in Cognitive Science (See Appendix B). 2. Develop collaborative research focusing on the human, social, and economic implications of emerging biotechnologies and information technologies, and create forums to promote them. 3. Move school-wide “community-based” IT research initiatives to the next level of visibility and impact (See Appendix D). Action Plan: 1.1 Survey comparative cognitive science departments to establish research related benchmarks. 1.2 Canvas relevant federal agencies, foundations, and corporations to determine annual funding pool available for non-neuro Cognitive Science research. 1.3 Develop yearly targets and projections for funding levels in Cognitive Science Department as a percentage of the available pool. 5 1.4 Institutionalize expectations for externally-supported research for all new faculty hires in Cognitive Science. 2.1 Organize and convene IT and BT “roundtables” that allow faculty to showcase current or proposed work, engage with potential research collaborators from outside Rensselaer, and incubate proposals for external funding, especially by use of emerging research areas and centers such as HCI, technology-mediated communication, cultural design, ethics in complex systems, and social robotics. Develop a proposal for an IT-H&SS Constellation in Cultural Informatics. Establish editorial office for Journal of Technology Transfer within the Economics Department and publish a special issue that showcases H&SS research related to BT and IT. 2.2 2.3 3.1 3.2 3.3 Coordinate community-based research and teaching with community development projects on and off campus. Work with Rensselaer’s Director of Community Relations to develop a strategy that will ensure the long-term sustainability of the Community Outreach Partnership Center (COPC). Link Arts Center in Troy to DCC for broadcast/cablecast of community/arts department events and faculty/student projects. B. First Year Experience The H&SS First Year Studies Program has made great strides forward in establishing important working partnerships with a range of relevant units across campus devoted to enhancing the quality of the “first year experience” for students new to Rensselaer. H&SS faculty involved in the First Year Studies Program engage on an ongoing basis with the Office of First Year Experience, the Office of Diversity, and the 9/11 Open Response Committee to organize a series of lectures that introduce students across the Rensselaer campus to a diversity of perspectives on issues of timely interest and relevance. The First Year Studies Program will continue to strengthen its scholarly focus in order to become recognized as a distinctive and valued academic counterpart to activities sponsored by the Office of the First Year Experience. Existing programs to be sustained include the extensive first-semester course offerings, a Fall Lecture Series, and a summer pedagogy workshop designed to provide those teaching in the program with new direction and a sense of pedagogic mission and solidarity. The First Year Studies program also plans on advancing new initiatives to develop new courses and curriculum, seek external funding for pedagogic experimentation and research, develop programs for the Spring semester, and begin initial planning for a TA Training Program centered on effective university-level pedagogy. All these actions will be in coordination with the other offices to provide academic orientation noted as a need in the draft plan from the Dean of Undergraduate Programs and the “significantly more robust H&SS offerings” planned by the Dean of Enrollment Management. 6 Goal Statement: In the coming academic year, we will build on existing strengths and introduce new initiatives in order to: raise the First Year Studies Program to a national level of recognition. Strategies: H&SS faculty will work to achieve this goal by pursuing the following strategies: 1. Develop programmatic and curricular emphasis in three areas: (i) Global Citizenship, (ii) Pluralism and Diversity, and (iii) Creativity and Innovation. 2. Coordinate FYS initiatives with the Office of First Year Experience, the Office of Undergraduate Programs, and the Office of Institute Advancement. 3. Conduct an assessment of the program and use the analysis as basis to make revisions to the program. Action Plan: 1.1 Work with Office of Diversity, 9/11 Open Response Committee, and Office of First Year Experience to present lecture series on “Preparing the Global Citizen.” 1.2 Pilot (in Spring 2003) the course, “Nature, Society, and the Global Economy” as a model of ways to engage undergraduates in cutting-edge research and explore how the pilot can serve as a model for a second semester “honors” section of the FYS program. 1.3 Pilot FYS course on diversity, including issues of race, class, modes of thinking, and learning styles. 1.4 Provide support for at least one FYS faculty member to attend a conference on pluralism (such as the annual conference at Harvard). 1.5 Pilot ways to integrate concept mapping and creative problem-solving into FYS courses. 1.6 Continue to develop FYS courses that build partnerships across the Institute: “Design, History, and Society” (with the School of Architecture), “IT Revolution” (with IT), “Contemporary Issues in Global Citizenship” (with the School of Engineering and ABET guidelines). 2.1 Involve Office of the First Year Experience in the FYS Summer Seminar. 3.1 Refine assessment instrument piloted in AY03 in conjunction with results of participation in the National Benchmarking Survey developed by the Policy Center on the First Year of College Implement revised instrument to determine whether the program is meeting its stated goals, especially with regard to promoting critical thinking, developing personal interaction between faculty and students, and improving writing and speaking skills. 3.2 7 3.3 Use results of assessment to focus faculty summer seminar on ways of improving FYS program. C. Experimental Media and Performing Arts Center The Arts Department in H&SS has been successful in laying the foundation upon which to establish itself as one of the leading centers for the creation and study of electronic arts. Under the direction of a new department chair, and with the realization of EMPAC coming into sharper focus, the Arts Department must position itself as the scholarly and creative complement to EMPAC by exemplifying the new kind of “marriage between science, technology, research, and the arts” that Rensselaer’s focus on experimental media is intended to showcase to the world. While the Arts Department completes its physical move into West Hall, the need to rehabilitate this space becomes even more important in order to assure its capacity to support the academic demands of a growing department, accommodate an ambitious plan to seek external support for creative production and IT-oriented research, and provide any facilities that cannot be housed by the new performing arts center. Goal Statement: We will expand upon the progress that has been achieved over the past few years to identify and pursue an integrated approach to creative production and scholarship in the electronic arts in order to Establish Arts Department as a core artistic collaborator with the Experimental Media and Performing Arts Center. Strategies: The Arts Department will move toward establishing this symbiotic relationship by pursuing the following strategies: 1. Define an integrated research agenda in Experimental Media and Performing Arts with planned, phase-in to EMPAC opening. 2. Integrate planning and production of performances and residencies to complement EMPAC activities. Develop program concepts for 2004 performing arts presentations with EMPAC along thematic lines, and in co-sponsorship with Arts Teaching programs. 3. Complete re-development of West Hall for joint EMPAC, Arts Department, and collaborative visions. Action Plan: 1.1 Pursue externally-funded research in three interrelated areas: (i) Performance Interfaces; (2) Perceptualization of Data; and (3) The new museum/archive/library. 8 2.1 2.2 3.1 Seek broader base of funding for iEAR residencies and expand iEAR residencies to artists outside of New York State jurisdiction. Develop an intern/research assistant/teaching assistantship policy to facilitate Arts Department graduate student involvement with EMPAC projects. Develop 3 year timetable for completing deferred maintenance and repairs of West Hall, consolidating DCC studios in West Hall, and accommodating EMPAC black-box theatre and Artists-in-Residence spaces into West Hall. SECTION III. OTHER PORTFOLIO HIGH PRIORITIES A. Expand Research, Scholarship, and Creative Production Over the past several years, faculty throughout H&SS have persistently worked to increase the level of research activity supported by external funding (See Tables 1 and 2 in Appendix A). Our success in increasing the number of proposals submitted on an annual basis, increasing the dollar value of proposals submitted, and in raising the total amount of externally-funded research indicate that H&SS has much to contribute to the goal of elevating the research profile of Rensselaer as a technological university. This success is due, in part, to past efforts to create an infrastructure that encourages growth in this priority area. However, we see our current success as simply a good “first step.” We will continue to invest time and resources to engage an ever-widening range of H&SS faculty in pursuing externally-supported research. We project this will dramatically increase the level of external funding for H&SS research and scholarship (See Figure 1 in Appendix A). We will also cultivate an appreciation of humanities scholarship and creative production as important dimensions of the research enterprise in H&SS. For example, an important part of Rensselaer media relations and academic planning is differentiation between voluntary community service—which does not require specialized knowledge—and the deliberate application of the disciplinary expertise and perspectives of arts and humanities scholars to real world problems. As is recognized by the Office of Institute Advancement, Rensselaer media and academic relations are improved by engaging with the community in addressing problems that exist in the “living lab” represented by the City of Troy. Goal Statement: We will renew our efforts to help Rensselaer achieve world-class status as a top-tier technological university in research and scholarship by Strengthening existing and creating new mechanisms to expand externally-funded research, highlight scholarship, and boost creative production throughout H&SS. 9 Strategies: We will accomplish these goals by pursuing the following strategies: 1. 2. 3. 4. Provide systematic support for establishing research alliances/partnerships with collaborators outside Rensselaer. Maximize use of the Social and Behavioral Research Lab as a showcase for H&SS research presence. Lay foundation for creation of a Rensselaer Center for the Humanities. Establish greater resources to sponsor departmental colloquia, and to increase faculty participation in national and international research conferences. Action Plan: 1.1 1.2 2.1 2.2 Co-sponsor and co-organize (with the International Centre for Corporate Social Responsibility at the University of Nottingham) a conference on the “Economics of Corporate Social Responsibility” for Fall 2003. Co-organize a workshop on “Science Parks and Incubators” (with the Severino Center in the Lally School of Management and Technology and the Institute for Enterprise and Innovation at the University of Nottingham) for the Journal of Business Venturing , the leading scholarly journal in the field of entrepreneurship. Link HCI and the various Troy community-based research projects currently underway as the basis for SBRL as a multi-use facility. Plan public opening of SBRL, first research projects, and first links to Troy community activities. Develop a Humanities Center with technological themes by following the plan of lectures, research seminars, and endowed center formulated by the Consortium of Humanities Institutes and Centers. Make a Center for Humanities a priority of the Rensselaer Capital Campaign. 4.1 Use the Office of the Dean to promote faculty engagement with research communities. B. Graduate Education As the research portfolio in H&SS continues to expand, the need to evaluate the graduate programs in H&SS so as to assure continued relevance and coherence with the research enterprise is an ongoing responsibility. H&SS will continue to review and to improve existing graduate programs and create new ones that respond to the growth of our research portfolio. We are currently in the process of constructing graduate program 10 portfolios and surveying current graduate students and recent alumni to serve as the basis for program evaluation and improvement. In parallel with ongoing efforts to create innovative new programs and improve the quality of existing graduate programs offered in H&SS, we will work with the relevant offices on campus to develop an approach to graduate financial aid that is appropriate to H&SS and to meet goals for GFA set by the Office of Graduate Programs. We will launch new Ph.D. programs that are described in the draft plan of the Dean of Graduate Programs as areas that are "unique, serve strength and niche markets, and will be strong attractors of excellent students and faculty." We will also seek the support needed to help H&SS improve common spaces in order to present a “public face” worthy of a top-tier technological university. Goal Statement: An expanded research portfolio in H&SS makes it imperative to take a new look at graduate education in H&SS. In an effort to provide world-class educational programs that complement the world-class research portfolio we are seeking to build, we will Make our graduate programs more competitive by improving their quality and by establishing a sound basis for competitive graduate financial aid Strategies: We will achieve this goal by pursuing the following strategies: 1. Build enrollments by creating more effective mechanisms for student recruitment, student orientation, and student placement. 2. Define and introduce competitive graduate financial aid structure for H&SS 3. Expand graduate program offerings that will contribute to the School’s effort to build a distinctive presence in high-priority areas of the Rensselaer Plan. Action Plan: 1.1 Organize school-wide recruitment events; expand and improve web presence; seek capital improvements to the public spaces in Sage Lab. 2.1 2.2 2.3 2.4 3.1 3.2 3.3 3.4 Complete surveying of current graduate students and recent graduates in order to benchmark competitiveness of programs. Provide support for development of fellowship applications by graduate students, as described in the draft plan of the Office of Graduate Programs. Provide necessary matching funding for HASS Fellowships. Build a research portfolio that will attract and support superior graduate students. Develop Ph.D. in Electronic Arts program proposal. Conduct, with Dean of Graduate Programs, external review of MFA program in FY04. Complete the review process for the Ph.D. in Cognitive Science and begin recruitment of entering cohort of students. Develop educational exchange between doctoral program in ecological economics and University of Nottingham. 11 3.5 3.6 3.6 3.7 3.8 Conduct ecological economics module at University of Nottingham as pilot recruitment effort for exchange program. Submit proposal for external funding that will provide support for new doctoral students in ecological economics program. Complete approval process for the M.S. in Human-Computer Interaction degree and EWP applications of it. Plan LLC graduate offerings around a department-wide focus with ties to emerging interdisciplinary areas, such as media studies. Plan, with Office of Graduate Programs external review of LLC graduate programs in FY05. C. Undergraduate Education H&SS has achieved an impressive record of success in developing, launching, and attracting student interest in several key undergraduate programs—EMAC, Minds and Machines, and Product Design and Innovation (See Figures 3 and 4 in Appendix A). While we will continue to ensure that these programs remain leaders in their field, we intend to expand the offerings at the undergraduate level to provide programs and curricula that will broaden the appeal of Rensselaer to a wider range of prospective students. The Office of Enrollment Management believes that the a uniquely technological program in International Languages—in addition to our First Year Studies program—can play a powerful role in attracting the most competitive undergraduate students to Rensselaer, and the Office of Institute Advancement sees potential links between foreign language offerings and Alumni travel programs. In order to meet the widely-perceived need to improve the communication abilities of Rensselaer undergraduates, we are proposing a comprehensive program that makes opportunities for instruction in communicative performance ubiquitous on the Rensselaer campus. This program will help Rensselaer undergraduates develop the ability to integrate written, spoken, and visual information into effective communicative performances, whether in the classroom, their careers, or their civic lives. Programs of this kind, key to the Rensselaer Plan’s goal of achieving global reach and global impact, can only originate from within H&SS. Goal Statement: Undergraduate education can play an important role in helping Rensselaer become a “top-tier, world-class technological university with global reach and global impact.” In order to help Rensselaer achieve true university status, we will: Strengthen existing, and develop new, undergraduate programs that will position H&SS as the preferred destination for students interested in innovative, cuttingedge education. Strategies: We can achieve this goal by pursuing the following strategies: 12 1. 2. 3. 4. Institutionalize program in International Languages and create links with international programs in the School of Architecture and the Lally School of Management. Develop and implement program in Communicative Performance. Review EMAC to preserve leadership in the field and to define qualities of undergraduate success. Work with Career Development Center to provide H&SS undergraduates with expanded placement services. Action Plan: 1.1 Create the position of Languages Coordinator in the Department of Language, Literature, and Communication. 1.2 Develop international languages pedagogy that is uniquely technological. 2.1 2.2 3.1 3.2 4.1 4.2 Provide undergraduates with a strong foundation in communication skills through interactive pedagogy comprised of courses that introduce students to the fundamentals of communicative performance applicable in all media and integration of those skills throughout the undergraduate and the graduate curricula. Expand technology-related course offerings in two undergraduate majors: EMAC and Web Design and Analysis. Appoint a joint Arts and LL&C EMAC review committee. This internal committee may also have members from other departments in Rensselaer, as needed. The committee will create an EMAC strategic plan in and recommend lessons to be derived from the first five years of this successful undergraduate, interdisciplinary, and interdepartmental program. Invite an external review panel of 4-5 people in FY04 to evaluate the proposed plan in the context of the existing EMAC program and models for other undergraduate ones. Organize a series of meetings to help Career Development Center staff to better understand the needs of H&SS undergraduates, and identify prospective co-op and internship placement opportunities. Work with the Career Development Center to expand the range of H&SS undergraduates served by the annual H&SS Career Fair. SECTION IV. PERFORMANCE MEASURES Initiatives in Information Technology and Biotechnology 1. Increase number of faculty members in the CS Department submitting proposals for external funding. 13 2. Increase the overall amount of externally funded research in CS Department to $1.4M in FY04, $1.75M in AY05, and $2.55M in AY06, achieving the goal of $3.6M annually in AY08 (assuming 15 full-time, tenure/tenure-track faculty by AY05). 3. Organize and convene two information sessions for Rensselaer’s development and research community. 4. Organize and convene two information sessions for potential collaborators external to Rensselaer. 5. Develop and submit at least 5 proposals for external funding as a result of these information sessions. 6. Convene series of organizational sessions between relevant participants in Community-based research projects to identify and agree upon a more effective organizational structure. 7. Develop and submit 3 proposals for external funding that contribute to the longterm sustainability of Communiversity initiatives. First Year Experience 1. Send FYS faculty to Harvard’s annual conference on pluralism and establish relationship between our FYS program and the Pluralism Project. 2. Participate in the National Benchmarking Survey developed by Policy Center on the First Year of College. 3. Introduce and assess FYS courses developed to advance institute partnerships. 4. Continue to pilot FYS course offerings in Spring 04 5. Integrate FYS with FYE, especially in Navigating Rensselaer and Beyond orientation programs. Experimental Media and Performing Arts Center (EMPAC) 1. Increase number of performance-related proposals submitted to 4 in FY04, 8 in AY05, and 10 in AY06. 2. Agree with Office of Administrative Services on plans for completion of deferred maintenance of West Hall, completion of move from DCC, and EMPAC support facilities approved by Institute. 14 Expand Research, Scholarship, Creative Production 1. Increase number of proposals submitted by H&SS to 35 in FY04 2. Increase level of external funding for H&SS research to $2.5M in FY04, $3.0M in AY05, and $3.5M in AY06. 3. Increase number of research papers presented by H&SS faculty at national and international conferences in areas of strategic importance. 4. Achieve the active use of the Social and Behavioral Research Laboratory for work by at least 10 H&SS faculty members in FY04. 5. Increase the amount of external research funding in HCI/CMC over the next three years. This increase should support larger entering classes of Ph.D. students by providing at least two years of funding, or approximately half of their degree time, which is the target of the Office of Graduate Programs. 6. Increase the GRE scores and other standardized test results for all entering graduate students from FY04 through FY06. 7. Increase overall faculty presentation of research findings at professional meetings to an average of 1 presentation per year per tenure track faculty member in the HCI/CMC area. 8. Institutionalize Humanities @ Rensselaer Lecture Series with one high-profile lecture on-campus per month in FY04. 9. Establish Rensselaer Center for the Humanities as a priority for corporate and foundation fund-raising in FY04 and add an externally-funded research seminar to its activities in FY05. 10. Create a Rensselaer Center for the Humanities Advisory Board of off-campus scholars and potential benefactors. 11. Use internal resources of the Office of the Dean, as well as institute instruments such as sabbatical leaves, to raise the level of faculty engagement with external research communities. Graduate Education 1. Define with the Office of Graduate Education an ideal program size for all existing and new graduate degree programs. 15 2. Address all effects of two-year limit on PhD teaching assistants and one-year limit on MFA teaching assistants; including credentialing of graduates, graduate curriculum course offerings, undergraduate course sizes, core curricula, levels of adjunct teaching, and position of programs within disciplines. 3. Create with Provost a policy whereby expectations for social sciences oriented GFA is for external support and expectations for humanities-oriented GFA is for internal support and phase-in GFA based on greater research expenditures. 4. Complete Ph.D. in Cognitive Science proposal approval process in Fall 2002. 5. Initiate recruitment cycle for Ph.D. in Cognitive Science in Fall 2002 for entering class of Fall 2003. 6. Develop proposal for Ph.D. in Electronic Arts program and seek the necessary approvals throughout FY04. 7. Initiate recruitment cycle for Ph.D. in Electronic Arts in Summer 2004 for Fall 2005 entering class. 8. Provide support for additional costs of Troy/EWP courses in HCI, from certificate through MS. Undergraduate Education 1. Define with the Dean of Enrollment Management admissions goals for H&SS: numbers of applications, offers, yields, and academic measures. 2. Create a permanent plan for H&SS undergraduate recruiting which includes events, publications, and web-support. 3. Assign to the Language Coordinator, the development of a plan for offerings in international languages, including assessment of needs, off-campus options, Institute’s international programs, technological pedagogy, and recruitment value of program for all undergraduate students. 4. Develop curricula in communicative performance, and identify a plan to staff the courses and integrate them into schedule of offerings. 5. Complete internal review of EMAC program and develop strategic plan by end of Spring Semester (AY03). 6. Select members of external panel to review EMAC program in Spring 2003. 7. Schedule external review of EMAC program for Fall Semester (FY04) 8. Double the number of employers represented at the annual H&SS Career Fair. 16 SECTION V. RESOURCE PLAN A. Internal Portfolio Redirect Replacement Searches. Four replacement searches currently underway are underfunded, which helps to explain why they became (and remain) vacant. Each will be supplied with necessary salary and start-up fund supplements by rededication of existing funds. Graduate Financial Aid. By redirection of resources, H&SS will plan to provide an increasing proportion of TA/RA support from external fellowships, from internallymatched HASS Fellowships, and from contract and grant funded research. Over a threeyear period, the H&SS will shift to a new research-model in graduate education. This transition will include determining the optimal size for graduate programs in H&SS without, by sudden loss of support, damaging their reputations and abilities to evolve toward a new funding model. It will also require assessment of effects of TA term limitations, roles for H&SS RA's, and effects on undergraduate programs enhanced by longer TA appointments under the old guidelines. In the transition period, the School will redirect renewable resources, adopt considerable austerity measures in order to do so, and will still require new funds, particularly to spur the research agenda that will require and will support outstanding graduate researchers. Program Review. The review of Electronic Media, Arts, and Communication (EMAC) program and any departmental retreats occasioned by new directions and leadership will be funded by internal resources. Center for Humanities. Preliminary development of the Center for Humanities in the form of the lecture series [email protected] will be funded by redirected and discretionary funds. B. Increases in General Operating Resources The H&SS FY03 replacement hiring plan was devoted to expanding funded-research in key areas: cognitive science, economics, and the HCI initiative in the Department of Language, Literature, and Communication. In FY04 and in FY05, to fully join the Institute in the research agenda, H&SS will continue to require new faculty in areas with the greatest likelihood of securing external support for research in IT/BT: Cognitive Science, Economics, Computer-Mediated Communication, and Computer Visualization. In order to help diversity and strengthen the foundation upon which Rensselaer can claim true university status, faculty positions and administrative support will be required in areas essential to humanities and social science scholarship and undergraduate education, particularly in Communicative Performance, in the development of an International 17 Languages Program, in the Directorship of a Writing Center in Folsom Library, in expanding IT/BT-related course offerings, and in First-year Studies, all of which have potential for faculty- and curriculum-development grants. This dual faculty hiring plan will help H&SS demonstrate the ways in which “research potentiates education,” address the growing need to recruit a superior undergraduate student body in current enrollment management trends, and to address the staffing effects on class enrollments of a smaller role for TA's with limitations on teaching. (See Table 3 and Figure 1 in Appendix A). Faculty Positions. Priority areas for FY04 new appointments are in Performative Communication, International Languages Coordinator, and Chair of the Science and Technology Studies Department, which will complete the five-department process of seeking outside leadership. Continuing efforts to position conversion will address immediate needs in Computer Visualization and Faculty Director of the Writing Center. Staff Positions. In order to develop its new research projects related to “communiversity” initiatives and undergraduate education, H&SS requires new funding for staff positions in the Social and Behavioral Research Laboratory in the Gurley Building and for web personnel to aid efforts in recruitment of both students and faculty members. Collaborative Research. H&SS will provide for new alliances, research roundtables on BT/IT initiatives, hosting of research journals, and support for faculty colloquia and conference participation by redirection of existing resources. Experimental Media Performing Arts Center. Throughout EMPAC’s Development Phase—from ground-breaking to official opening—requires H&SS faculty appointments ranging from full-time to part-time that will enable the Arts Department to collaborate with EMPAC planning and for TA/RA relationships that will clearly link EMPAC to the University. As above, for a three-year period H&SS will require contributions from the Institute in order to make a transition to research-model graduate education and to determine the optimal size for programs without damaging their reputation. C. Increases in Extramural Grant and Contract Funding H&SS funded research has been increasing over a period of three years. In ’04 and beyond the school expects to reach much higher levels with the opening of the Social and Behavioral Research Laboratory, the evolution of several research Centers such as the Center for Ethics and Complex Systems, the initial funding of new centers in areas such as digital design and social robotics (See Figure 2 in Appendix A). H&SS will also be aggressively pursuing fellowship support for both faculty research and graduate student financial aid. In these endeavors, H&SS needs much more support from the Office of the Vice President for Research and the Office of Individual and Organizational Advancement, or resources for consulting assistance. 18 D. Revenue from Endowment and Capital Campaign Funds In FY04, after an initial organizational year, the Dean of H&SS will make development and capital campaign work a fundamental part of the position. Initiatives in this area will follow direction from the Office of Institute Advancement. In the coming year the funded Phelan Chair can be activated as an important faculty appointment in Humanities and as a model for future endowed Chairs. Additional gifts to the School within Institute funding goals can include endowed chairs, graduate fellowships, program support in the form of named seminars, lecture series and visiting professors. Naming opportunities exist throughout H&SS in the Sage Lab, in Carnegie Hall, in West Hall, and in the Gurley Building. SECTION VI. FUNDAMENTAL UNDERGIRDING REQUIREMENTS Space Utilization. H&SS has already made the following proposals for Capital Improvements: 1. Upgrade public spaces in Sage Lab to modernize, to create a building and school identity, to create exhibition spaces suitable for recruitment of students and faculty and also for cultivation of benefactors. To Be Estimated. 2. Complete Phase 2 (South Wing) of the renovation of Carnegie 3rd floor. FY04 estimate $260,000-275,000. 3. Renovate Economics Department offices and a conference room on 3rd floor of Sage. Estimate FY04 $155,000-225,000. 4. Upgrade LLC conference room (Sage 4304) and colloquia space (Sage 2202). Estimate FY04 $110,000-140,000. 5. Complete renovation of West Hall for Arts Department and accommodation of EMPAC spaces no longer planned for the performing arts center building. To Be Revisited. Completion of auditorium renovation in West Hall, currently proposed for FY06, must precede the opening of EMPAC in FY06, thus providing requirements for it, and not be planned as simultaneous with it. It is important to reach a consensus with the Office of Administrative Services on a realistic timetable to address these necessary infrastructural needs. 6. Ongoing deferred maintenance on Sage, West, and Carnegie buildings: annually $750,000 FY04-FY06. 19 In addition, and not yet explored by Administrative Services, wire infrastructure projects will create a network of faculty and graduate students actively involved in community affairs and also create opportunities for research relationships in the emerging domain of democracy and community technology. Current needs involve the technological means for the dissemination of IT-Media-based programming from Rensselaer to local, international, and internet communities. 20 Appendix A Table 1. Research Grants Submitted and Awarded Submitted Awarded** Average Number Amount Number Amount Size 8 17 37 27 17 $8.6M $11.6M $15.4M $9.2M $4.3M 3 4 8 10 7 $1.4M $1.6M $2.2M $0.6M $0.2M $468K $400K $275K $60K $28K FY03* FY02 FY01 FY00 FY97 * Figures based on data available through December 2002. ** Figures represent cumulative totals for multi-year awards. Table 2. H&SS Current Sponsored Research Activity Date Awarded Fall 2002 Principal Investigator Lee, F. Fall 2002 Project Title A Computational Theory of Psychological Time Within a Cognitive Architecture Framework Funding Agency Office of Naval Research Amount Awarded $266,293 Gray, W. Computational Cognitive Modeling of Adaptive Choice Behavior in a Dynamic Decision Paradigm Air Force Office of Scientific Research $618,218 Fall 2002 Gray, W. Interface Analysis Tools: Adapting to Soft Constraints on Interactive Behavior Office of Naval Research $519,399 Fall 2002 Gray, W., Bringsjord, S. National Imagery and $1,227,850 Mapping Agency October 2001 Eglash, R. National Imagery and Mapping Agency’s Novel Intelligence from Massive Data (NIMD) R&D Program Culturally Situated Design Tools NSF $543,000 September 2001 Zappen, Adali, Harrison Connected Kids: Designing Database Software for Web-based Information Dissemination to Multiple Audiences NSF $900,000 September 2001 Harrison, Zappen C and CT: Computers and Communication Technology Summer Youth Opportunity Program 2001 Rensselaer County Dept. of Employment and Training $28,000 September 2001 Bringsjord, Yang The eWriter Project: Stage 1 Educational Testing Service $152,000 September 2001 Eglash and Rubenfeld Learning Ethnomathematics FIPSE $359,000 August 2000 Gowdy, Erickson Modeling and Measuring the Process and Consequences of Land Use Change Hudson River Foundation $300,000 21 Appendix A Table 3. Full-time, Tenure-track Faculty Arts Cognitive Science Economics LL&C STS 96/97 4.5 14 6 17 15 97/98 7 13 6 18 14 98/99 8 13 6 16 14 99/00 9 12 5 17 13 00/01 9 10 5 18 12 01/02 11 11 4 17 14 02/03 13 12 5 16 16 Total 56.5 58 57 56 54 57 62 Figure 1. H&SS Faculty Headcount 95 H&SS Faculty Headcount 00 Existing 54 Replacement 3 New Vacant 3 85 Total 60 01 02 03 04 05 06 07 50 5 3 5 53 6 5 4 64 4 5 69 2 4 73 2 3 76 2 3 60 63 68 73 75 78 81 3 3 75 Count includes Duchin Phelan Goebel Harrington 65 3 55 45 3 1 2 Note: 1 Oliveros is clinical 54 56 00 01 4 5 4 5 3 6 02 Existing 79 2 3 3 2 2 2 2 4 5 5 50 08 56 1 2 1 64 69 73 76 79 53 03 04 Replacement 05 06 New Vacant 07 08 84 22 Appendix A Figure 2. Projected Growth in Sponsored Research 1997 1998 1999 2000 2001 $6,000,000 2002 2003 2004 $5,000,000 2005 2006 2007 $4,000,000 2008 $ 333,000 354,000 181,000 131,000 611,000 1,209,000 1,449,000 1,834,000 2,734,000 3,334,000 3,834,000 4,334,000 existing 57 58 57 56 54 50 53 64 69 73 76 79 vacant replace new 5 4 5 6 4 2 2 2 2 16 3 5 5 4 3 3 $3.3 3 21 $3,000,000 $ total 1,449,000 1,834,000 2,734,000 $4.3 3,334,000 3,834,000 4,334,000 63 $4.868 73 75 78 81 84 avg level of funding existing new & replace 5,842 6,103 3,175 2,339 $5.4 11,315 24,180 30,000 27,340 35,000 28,656 100,000 39,623 100,000 45,671 100,000 50,447 100,000 $2.1 $1.8 $2,000,000 Existing New $1,000,000 Vacant Total FY01 $1.6 FY02 FY03 50 8 5 63 $0.6 FY04 53 11 4 68 FY05 64 9 0 73 FY06 69 6 0 75 FY07 73 5 0 78 FY08 76 5 0 81 79 5 0 84 $0 FY01 FY01 1,584,850 FY02 6 11 ,01 0 FY02 FY03 1,800,000 FY033,280,000 FY04 4,260,000 FY04 2,080,000 FY05 FY06 FY05 4,820,000 FY07 FY06 5,380,000 FY08 FY07 FY08 23 Appendix A Figure 3. Credit Hours Taught by H&SS Faculty 50,000 45,000 40,000 Credit Hours 35,000 30,000 25,000 20,000 15,000 10,000 5,000 86/87 87/88 88/89 89/90 90/91 91/92 92/93 93/94 94/95 95/96 96/97 97/98 98/99 99/00 00/01 Academic Year Figure 4 Growth in H&SS Dual Majors 300 Number of Students 250 200 150 100 50 0 Fall '98 Fall '99 Fall '00 Fall '01 Fall '02 01/02 24 Appendix B, C, and D available in hard copy only.