Merger of Molecular Genetics and Plant Cell Molecular Biology Into the Department of Genetics and Genome Sciences at the Ohio State University
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Strategic Plan – Merger of Molecular Genetics and Plant Cell Molecular Biology into the Department of Genetics and Genome Sciences at The Ohio State University Submitted: Dec. 1, 2008 Vision Biology has been described as the scientific discipline of the 21st century. Indeed, many of the greatest recent advances in Biology have resulted from discoveries in molecular biology and genetics utilizing model genetic organisms. Testament to this is the fact that in this decade five Nobel prizes, with profound impacts on science, technology, and clinical therapy, stemmed from discoveries made utilizing model genetic systems (2001, cell cycle; 2002, development; 2006, RNAi; 2007, ES cells; 2008, GFP). The study of fundamental problems in Biology utilizing model genetic systems is a strength of the research endeavors at OSU. However, we propose a vision here that will markedly enhance these strengths by bringing together the two main departments that utilize model genetic organisms to answer key questions in eukaryotic biology (Appendix A, Fig. 1) - Molecular Genetics (MG) and Plant Cellular and Molecular Biology (PCMB). Individually these departments share the same vision and both are independently significant forces in the teaching, service, and research missions of the Ohio State University (OSU). To effectively increase our individual strengths, we seek to merge into a single integrated department, provisionally called Genetics and Genome Sciences (GGS). This brings together nearly all of the eukaryotic model system geneticists at OSU under a single administrative and educational unit. The merged department will be of higher visibility and have a significantly higher impact, both locally and nationally, than either parent department. Life sciences at OSU is undergoing a major review which will result in targeted investment. In this strategic plan we set out why GGS is a prime department for such investment and our plans to utilize new resources. This strategic plan hinges upon recruitment of highly competitive new faculty as well as investment in current strong faculty through improved infrastructure and physical grouping of labs with a common intellectual focus. We will recruit new faculty members in forefront areas of genome sciences/systems biology and epigenetics who will complement our strengths in cell, molecular, and developmental molecular genetics. We will continue to partner with other colleges for faculty hiring to create opportunities for interdisciplinary research collaborations and funding. We will develop a new graduate program to attract the world’s best students. At the same time, we will design research training environments for undergraduate students, preparing them for 21st century careers in the biological sciences and programs to attract the finest postdoctoral scholars. We will partner with the Comprehensive Cancer Center (CCC) to broaden recruitment and funding of undergraduate, graduate, and postdoctoral persons. In all endeavors we will strive to recruit scientists at every level from underrepresented groups. Given investment to facilitate these goals, we expect that in 5 years we will be recognized as a leading department as evidenced by significant publications, strong extramural support, and highly ranked undergraduate, graduate, and postdoctoral training programs. Introduction to the Current Molecular Genetics and PCMB Departments The Molecular Genetics (MG) department, created in 1987, is a unit that employs model systems and genetic approaches to study basic biological questions. The faculty consists of 14.35 FTE positions, which has been constant throughout the past decade (Appendix A, Fig. 1). The number of faculty members (21) exceeds the FTE number, because numerous members hold joint appointments in other units, including in the Coll. Med., Coll. Human Ecol., and Coll. Biol. Sci. (Appendix A, Table 1; Appendix G, Biosketches) - a testament to MG’s role in interdisciplinary collaborations. Despite the static number of FTEs, MG has been a leader in training an increasing number of students/scholars in molecular sciences and it has been an active participant in the cross-college interdisciplinary graduate programs. Finally, MG has maintained an excellent track record of scholarly research funded by extramural grants (Appendix A, Fig. 1). PCMB was formed in 1998 as a 10-member group with a cohesive focus on basic, modern plant molecular biology. The department hired several dynamic, high profile faculty members that have consistently published well, attracted extramural grant funding and trained students and postdoctoral associates (Appendix A, Fig. 2). However, recent retirements/resignations have left PCMB’s numbers below critical limits. Although MG and PCMB faculty members generally use different model systems, there is considerable overlap in scholarly interests. Examples are: A. Hopper (MG), Wharton (MG), and Ding (PCMB) study RNA trafficking in yeast, Drosophila, and plants, respectively; Osmani (MG) and Meier (PCMB) use proteomics to study the nuclear envelop in fungi and plants, respectively; and numerous faculty members study signal transduction pathways in systems ranging from fungi to invertebrates to plants to vertebrates (Appendix A, Figs. 3, 4). Hence, the merger into GGS will provide opportunities to synergize our scholarly overlap and strengths. The merged department will be of higher visibility and impact than either individual department. However, to achieve the level of visibility that will bring the department to the top 20 in the country, we need to: (1) update infrastructure so that investigators can continue to conduct cutting-edge studies, (2) reorganize laboratories so that those working with similar systems or using similar technology are in close physical proximity, and (3) hire new faculty in the areas of genome sciences/systems biology and epigenetics, two areas that are of great importance to our future vitality. Strategic Plan Goals 1. Merge the MG and PCMB departments to create a single unit (Genetics and Genome Sciences—GGS) with strengths in model systems molecular, cellular and developmental genetics and genome science 2. Build for future 21st century sciences in critical areas of molecular genetics at OSU o Recruit 6 faculty members in emerging and key areas of genetics – epigenetics and genome sciences/systems biology. o Build plant sciences - Recruit 2 Plant Targeted Investment in Excellence (TIE) faculty members o Recruit the finest faculty by offering attractive and competitive start-up packages and renovated space o Retain current strong faculty and research programs at OSU o Strengthen focuses of excellence in developmental and cell biological genetics o Update infrastructure for current and future research directions 3. Instill intellectual interactions between groups and promote interdisciplinary collaborations o Renovate Biological Sciences building to create areas for scientific interaction and discussion o Reorganize location of faculty with overlapping instrumentation needs/scholarship to neighboring labs o Locate new faculty, grouped by expertise, in renovated and attractive space o Foster interdisciplinary research programs by joint faculty appointments with other colleges o Create alliances with the Mathematics Biology Institute (MBI) by co-recruitment of systems biologists with the MBI TIE o Participate in the campus-wide Plant Molecular Biology and Biotechnology (PMBB) program, furthering the goals of the Translation Plant Sciences TIE o Increase extramural support 4. Incorporate new ideas and approaches to the learning environment o Create a new GGS graduate program - Modular curriculum requiring rigorous general courses and specializations in student interest areas - Writing workshops to result in student extramural grant applications - Additional student support via partnerships with RNA center and the CCC - NetJets Training Program o Enhanced postdoctoral fellows recruitment by participation in CCC’s T32 & NetJets Training Programs o Improve undergraduate education - Courses implementing active learning approaches and using state-of-the-art technology (e.g. MG500) - Honors general genetics course with laboratory section (MG H500) - Continue to implement enquiry based laboratory exercises - Broaden education impact by offering genetics course for professionals; increased tuition income 5. Enhance diversity o Increase involvement of undergraduates from groups underrepresented in science through participation in NSF-funded Research Experience for Undergraduate (REU) summer program o Increase graduate students/postdoctoral scholars diversity through attractive programs and fellowships Implementation/Details of the Strategic Plan 1. Merge MG and PCMB departments. Both departments voted unanimously to merge. A subcommittee generated a document (Appendix B) describing the benefits, concerns, and strategy for this merger, which has been endorsed by the entire faculty, and we are proceeding with fulfilling the administrative requirements for the official change. With respect to administration, A. Hopper will chair the department and a vice-chair will be chosen from PCMB faculty (appropriate compensation is needed for the vice-chair). For important committees, there will be co-chairs, one from each unit, for ~3 yr to assure that both units are fully represented. Office staff are required at each of the 3 locations, but we will study whether some services can be centralized. 2. Build for future 21st century sciences in areas of molecular genetics.