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FACULTY ADVISORY COMMITTEE

REPORT ON THE PROPOSITION TO ESTABLISH


A VETERANS FOCUSED COLLEGE OF
MEDICINE

OCTOBER 2015

Acknowledgements
The Faculty Advisory Committee deliberated for seven weeks on the proposed idea of a veterans
focused College of Medicine. This report of the views and findings that emerged would not have been
possible without a lot of help.
The University's senior leadership lent significant assistance from the very beginning of the endeavor to
help set context and understand the origins of the idea. In particular, Vice Chancellor Mike Haynie
patiently explained the various elements that have converged in recent months to make this a
proposition worth exploring. The Committee was so compelled by his presentation that we requested
that he commit the discussion to writing. His paper, coordinated with other senior University leaders, is
a concise summary of the current state of play for this proposition and can be found in Section VII,
Appendix A of this report. It is also attached to the website established to document the proceedings
on the Committee at http://vetsfocusedmedschoolinitiative.syr.edu. Mikes efforts were
complemented on so many occasions by Dan French, Kevin Quinn, Jeff Kaplan, Candace Campbell
Jackson, and the Deans who offered initial nominations for the Committee membership.
Interim Provost Liz Liddy attended every meeting of the Committee and provided invaluable insight
throughout the process. Her prompt assistance to deliver information to the Committee significantly
contributed to the timely completion of this effort. Most importantly, her thoughtful assessment of the
wide range of candidates nominated to be members of the Committee was helpful to achieve extensive
diversity of view and representation from across the university, but still have a Committee sized to
permit maximum participation for all members. Her countless hours working through this effort
assured the highest quality of the product the Committee could assemble.
Staff assistance from Souher Cosselman and Tim Drumm gave the Committee the support necessary to
establish the start of our efforts. Without them, we'd still be getting started. Without their helpful,
understanding and cooperative dispositions, we'd still be floundering.
Once established, the extraordinary task of Committee communications, meeting venues, logistics, and
coordination with university IT Services to set up the Committee website and other support
requirements was ably assumed by Bethany Walawender, the Assistant Director of the Campbell
Institute at the Maxwell School. Her misfortune was to be on the same office floor as the Committee's
chair who relied on her for everything- organizing the report, managing the multiple inputs to the
document, and communicating with members on the final disposition of their input. In her non-existent
spare time, she designed and administered the survey tool the committee selected, then managed the
responses to assure completeness of the submissions in the appendix to this report. At several
intervals, she was assisted by graduate student assistants who assured timely and accurate
documentation like Eni Maho who provided invaluable editorial assistance on the final product. The
Committee is deeply indebted to Bethany for her patience, professionalism, and selfless "volunteerism"
in this endeavor.
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Together, we all participated in this seven week effort to help inform the decision and final
determination of whether to pursue this initiative. We are grateful to all who made this task possible.
And as chairman, I am most appreciative for the thoughtful participation and views of all colleagues on
the Committee. While few of us knew each other when the first meeting was convened in early
September, we have all completed the task with the highest regard and respect for the important
perspectives that every member brought to the table. This is an exemplar committee in taking on this
complex challenge and accomplishing the objective charged in a thorough yet expeditious fashion. I am
deeply grateful to all of them for their insights and exceptional collegiality.

Sean O'Keefe, Chair Faculty Advisory Committee

Table of Contents
Letter of Transmittal ..................................................................................................................................... 5
Faculty Advisory Committee Members ........................................................................................................ 7
Chancellor Syverud Charge for Faculty Advisory Committee ...................................................................... 9
Introduction ................................................................................................................................................ 11
Executive Summary .................................................................................................................................... 13
Findings ....................................................................................................................................................... 17
Appendix ..................................................................................................................................................... 31
Appendix A: A Veteran-Themed College of Medicine at Syracuse University Context & Logic ......... 32
Appendix B: Faculty Feedback ................................................................................................................ 39
Appendix C: Faculty Advisory Committee Meeting Executive Summaries............................................. 88
Appendix D: Information Paper Veterans Focused College of Medicine ............................................ 94
Appendix E: National Veterans Resource Complex Description............................................................. 97

Letter of Transmittal

Kent Syverud, Chancellor and President


Syracuse University
900 South Crouse Avenue
Syracuse, NY 13244

Dear Chancellor Syverud,


On behalf of the Faculty Advisory Committee members, I am pleased to forward the report of our
findings pertaining to the proposition of establishing a veterans focused College of Medicine at Syracuse
University. This is a very exciting, potentially transformative initiative which includes considerable risk
and opportunity. Some of those potential impacts are treated in these reviews. Our report also covers a
wide range of issues considered by the Committee which we believe will have bearing on your decision
whether to pursue this initiative.
In the seven weeks since you issued your charge to the Committee, we have met a half dozen times to
compare notes on our views as well as the input collected from our faculty colleagues around the
University. The reactions to the idea of such a new medical school to train and educate professionals for
service at veterans hospitals vary widely across campus. As you well appreciate, the factors for
consideration are complex and not widely understood by our faculty colleagues.
Given the nature of this potential initiative, we are very pleased that you elected to consult with the
faculty and asked that we collect the range of views among our ranks. We make no claim to having
developed a comprehensive view. To the contrary, the accompanying report of findings represents the
best effort of a diverse assembly of faculty colleagues to offer our views which may well be considered
anecdotal. But we have actively engaged others across campus within the limits of the time available.
We believe that what has emerged is a cross section of views that may be representative of the broader
faculty community at Syracuse University. That said, we make no pretense that this is a proportionate
reflection of faculty sentiment.
It is our hope that you will find this input to be helpful as a means to inform your decision. This effort,
combined with the input from others you have commissioned and solicited on the range of factors to be
considered, may well add to the composite sketch of pertinent issues which have bearing on this idea.
At minimum, the findings reflected in this report suggests that much more work will be required if you
elect to move forward. We are pleased and appreciative to have been invited to participate in this
initial phase.
Best regards,
Sean OKeefe
Chair, Faculty Advisory Committee
Proposed Veterans-focused College of Medicine
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Faculty Advisory Committee Members

Sean OKeefe, University Professor and Chair


Provost Liz Liddy, Ex Officio
Keith Alford, Associate Professor, Social Work
Lori Brown, Associate Professor, Architecture
Dessa Bergen-Cico, Associate Professor, Public Health
Tom Dennison, Professor of Practice, Director, Lerner Center for Public Health
Robert Doyle, Professor of Chemistry
Jeremy Gilbert, Professor of Biomaterials
Jeffrey S. Good, Assistant Professor, Communication/Rhetorical Study
James Henderson, Associate Professor, Biomedical and Chemical Engineering
William Horrace, Professor and Department Chair, Economics
Arlene Kanter, Professor of Law
Lisa Manning, Associate Professor, Physics
Cristina Marchetti, Professor of Physics
Pat Mather, Professor, Biomedical and Chemical Engineering
Alex McKelvie, Department Chair and Associate Professor, Entrepreneurship
Bob Murrett, Professor of Practice, Maxwell and Law School
Karin Ruhlandt, Dean, College of Arts & Sciences
Bob Silver, Professor of Biology
Radhakrishna Sureshkumar, Department Chair, Distinguished Professor Biomedical & Chemical Eng.
David Van Slyke, Professor and Department Chair, Public Administration and International Affairs
Douglas A. Wolf, Professor, Public Administration and International Affairs
8

Chancellor Syverud Charge for


Faculty Advisory Committee

10

Introduction

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At his inauguration, Chancellor Syverud announced that one of his strategic priorities is to introduce
programs, policies, and resources positioning Syracuse University as best-in-class with regard to
supporting the educational experience of military veterans and their families. This focus has taken
shape in the Universitys academic and strategic planning, informed by leaders across the veterans
community in Syracuse and nationally. Syracuse University has great strengths in many disciplines
relevant to this space, including the Institute for Veterans and Military Families and the Universitys
schools and programs related to public health, disabilities, aging, speech and hearing, clinical
psychology, biology, bioengineering, child and family studies, food studies, social work, education,
exercise science, design, communications, and many other areas.
Utilizing the Chancellors strategic priorities as a foundational basis, in 2015, Syracuse University began
exploring, with the encouragement of government leaders in Washington, the idea of opening a small
interdisciplinary College of Medicine dedicated to developing medical professionals who seek to serve
the healthcare needs of veterans and military families. This concept grew from reports of a critical
shortage of physicians nationally, and that shortage is particularly severe on the medical facilities that
treat our nations veterans and their families. The envisioned school would be the first college of
medicine in the nation, organized around a post-degree service-model concept, supporting a pipeline
of healthcare professionals to serve the needs of veterans receiving care supported by the U.S.
Department of Veteran Affairs.
To assist in exploring the feasibility of a potential college of medicine, Syracuse University Chancellor
Syverud established a Faculty Advisory Committee chartered for the purpose of exploring the
opportunities and potential challenges associated with creating a niche-focused College of Medicine
prior to final decision on the matter. In accordance with the Chancellors charge, the Committee
developed a methodology to solicit faculty input from across the Universitys academic spectrum. This is
but one of many inputs the Chancellor has reached out to gather. This faculty perspective combined
with the other inputs being gathered by the University administration will help inform the Chancellors
decision of whether to pursue the initiative.
The Committee examined an array of opportunities and implications of establishing such a school
focusing on: research expansion opportunities and effects, resourcing considerations, curricula
development and potential areas of redundancy, faculty implications and interdisciplinary collaboration
opportunities. Following meticulous deliberation, the Committee concluded with twelve key findings
that are articulated in section VI. of this report.

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Executive Summary

13

As part of a comprehensive effort to position Syracuse University as the national exemplar for veteran
and military family education, training, entrepreneurship, research, opportunity and care, the University
is exploring the idea of creating a niche, veterans-focused College of Medicine. The medical school
would be a first-of-its-kind, based upon a service model that cultivates a pipeline of healthcare
professionals to serve the needs of veterans that utilize the U.S. Department of Veterans Affairs
healthcare system. The impetus for the idea of a veterans-focused college of medicine originates from
the Veterans Affairs Departments projection of a shortage of 22,000 doctors over the next 10-15 years.
To explore the feasibility of a school of medicine, Chancellor Syverud established a Faculty Advisory
Committee to gather faculty input on how the Universitys programs and activities may be impacted by
establishment of a medical college. Led by University Professor Sean OKeefe, as Committee Chair, in
consultation with the Provost and the Universitys senior leadership team, twenty-one faculty
representing the spectrum of the Universitys colleges and schools were selected for Committee
membership. During the months of September and October, the Committee held six sessions where a
multitude of issues were debated. Each Committee member engaged colleagues in their respective
departments and colleges to gather views from the widest range of faculty. Their varied perspectives
helped frame the input offered by the members at its meetings. Subject matters discussed included but
were not limited to financing, resource prioritization, collaborative research opportunities, faculty
impact, student considerations, curricula requirements, and duplication and competition with
established regional medical academic institutions.
In addition to the Committees insight to the subject matter, the Committee determined that to provide
the Chancellor with the most comprehensive assessment of the potential impact a school of medicine
could have on the University, soliciting feedback from a wider collective of faculty was necessary. To
effectively accomplish this in a timely manner, the Committee established an online survey for faculty
to provide comments and feedback to five key questions to assess the impact on the University in the
areas of research, student recruitment, faculty recruitment and retention, and campus life. The survey
was sent to all of the Universitys 1,649 faculty members, generating approximately 330 submissions
and associated comments. The results of the survey conducted over a two week period was favorable
or neutral to a decision to establish such a veterans focused medical school by approximately a 2:1
ratio compared with opposing views. Associated commentary ranged from generally supportive,
requirement for additional information, uncertainty of impact, to significant opposition.
The first question included in the Committees online survey asked respondents to indicate their
assessment as to the potential impact of launching a college of medicine at SU on each of four areas.
In each case, response categories were favorable, unfavorable, or neutral.
A total of 310 respondents, of the 330 submissions, provided these assessments, which are summarized
in tabular form (in Figure 1) and in graphical form (in Figure 2) below.

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Figure 1: Tabular summary of responses to online survey Question 1


#

Question

Favorable

Unfavorable

Neutral

Total
Responses

Research

201

55

54

310

155

48

104

307

Faculty
Recruitment
and Retention

149

62

96

307

Campus Life

110

61

137

308

Student
Recruitment

The total of 310 respondents represents 20% of eligible faculty members, but we did not have the
means to assess the statistical representativeness of this sample. We do note, however, that the openended comments supplied (in response to Questions 2 and 3) represent a very wide range of views from
the strongly supportive to the strongly negative.
In any event, our narrative summary of the responses received includes the following points:

The percentage of respondents assessing items favorably ranged from a low of 36% (on
campus life) to a high of 65% (on research). About half of respondents assessed impacts on
student recruitment and faculty recruitment and retention favorably. Thus, while there is a
good deal of positive assessment of the impacts of establishing a medical school, the facultys
views are by no means uniformly positive.

On the other hand, unfavorable assessments fell into a small range, from 16% (on student
recruitment) to 20% (on both faculty recruitment and retention and campus life). Thus it is
accurate to characterize the negative views of the proposed school as views that are held by a
relatively small minority of respondents (and, possibly, the faculty in general). The remainder of
respondents (ranging from 17% to 44% depending on the area being assessed) are neutral.

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Figure 2: Graphical summary of responses to online survey Question 1

The survey results, combined with the Committees deliberations resulted in key findings. Establishment
of a veterans-focused college of medicine would present significant risks and opportunities. It is an
evident faculty view that a necessary condition for the college of medicine concept to move forward is a
resourcing strategy and economic model that is self-sustaining and does not diminish existing programs,
schools and colleges. If implemented carefully and transparently, and targeted properly, the
establishment of such a focused medical school could yield significant research, teaching and service
opportunities across a wide spectrum of the University community. But to achieve such benefits, our
faculty colleagues also urge that a prospective college of medicine be integrated with other University
teaching, research, and service.
To leverage research opportunities fully, the Committee is of the view that the University must have
working relationships with the regional healthcare service and academic institutions.
It is particularly noteworthy that institutional skepticism, objection, and opposition is evident around
campus. The Findings to accompany these observations are treated at some length in the report
supported by the survey observations.
Overarching the contents of the findings are views in the Committees finding that the campus
community would benefit by a concerted effort to communicate about the factors that will contribute
to the ultimate decision.

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Findings

17

Finding 1: Establishment of veterans focused college of medicine presents significant risks


and opportunities which must be carefully assessed
The Committee received a wide range of observations, views and input from our faculty colleagues that
a decision to establish a College of Medicine would have a wide reaching effect on the campus, perhaps
more so than any other major initiative we could envision. The wide majority of inputs converge
around the proposition that this institutional transformation decision creates significant risks and
opportunities.
The single most significant risk is the potential for inordinate demand on University resources. The
specifics of this view are explored in greater depth in other Findings in this report, but the overarching
concern is that capacity, infrastructure, talent and resources could be deprived for the rest of the
University to support this initiative. In essence, the University mission and focus could be
fundamentally redefined by this decision whether intentionally or inadvertently. Over the past 30-40
years, many institutions of higher education have divested medical schools and attendant health
treatment facilities to be liberated from the extensive burdens of continued support a partial
description of our own Universitys reasoning for departure from these missions years ago. While this
initiative does not envision the capacity, scope and magnitude of these historic divestitures, caution
must be exercised in evaluating the risk and, indeed, the efficacy of even this narrower focused
proposal.
Conversely, establishment of a veterans focused medical school properly executed could be a catalyst
for extraordinary synergies around the campus community to elevate the Universitys prestige and
rankings, an opportunity to raise the research profile, and expand teaching and service experiences.
Such a vision could help Syracuse University be singularly distinctive, as we join the elite universities of
the world which are home to research focused medical schools and the enhanced reputation this
targeted initiative could bring. This is a decision with the potential to further reinforce this University
with the signature reputation for critical support to the American veterans community.
When exploring potential synergies, it is apparent that not all are equal in value and must be evaluated
carefully. For example, the consequence of such opportunities may be extensive for some scientific
communities resident on campus, while comparatively modest for many social science disciplines,
professional degree programs and the arts. Nevertheless, the consensus of the Committee is that the
prospect of wide ranging, albeit uneven impact by establishing a veterans focused college of medicine
could have an expansive reach across the University. As such, it is imperative that a process be devised
to carefully evaluate the varied depth of such synergy impact potential on the range of academic
programs, research, teaching and service activity resident on campus. This assessment must also factor
in the necessity, imperative and/or feasibility of partnerships or engagement with other institutions to
realize any of the potential gains or mitigate the risks. An honest, credible appraisal of the
opportunities inclusive of the potential advantages and downside risks will be essential to understand
the potential.

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Finding 2: A necessary condition for the College of Medicine concept to succeed is a


resourcing strategy and an economic model that is self-sustaining which does not diminish
existing programs, schools and colleges
The Committee found frequent and repetitive input pertaining to the necessity to consider sustainment
and priority challenges. These views are summarized in the following subdivisions of the Finding.
a. A veterans-focused College of Medicine must be self-sustaining.
The Committee collected input which demonstrates that the University administration is advised to be
mindful that the economic model to support a College of Medicine must be sufficient to build, equip,
staff and sustain operations. The University administrations assertion is that the combination of State
of New York financing to build the infrastructure, philanthropic support to supplement such
construction cost, and federal resources to cover the cost of medical student enrollment via a service
model, must be present to make such a decision viable. That view has been made available to the
University community and accompanied the survey for background information to inform
understanding.
Nevertheless, the survey input and other views gathered from faculty colleagues by the Committee
suggests a skepticism that these elements of resource support can be secured to make this a viable and
self-supporting enterprise. To the extent that resources are insufficient, this gives rise to the deep
concern that funding will be drawn from other campus activities to cover the costs of the medical
school and/or that bonds will be issued to cover infrastructure cost which will add to the Universitys
burgeoning debt. Others offered the view that the University administration is not sufficiently staffed
to undertake the large scale project management that will be required to secure the resources from the
widely varying sources envisioned and to construct an economic model to guarantee long term
sustainment of operations without otherwise drawing from other university resources.
A further view has been registered which asserts that the total cost of the venture are insufficiently
understood. Those offering this view believe a realistic cost per faculty member of $2-3 million will be
required to recruit, retain and fully support the faculty to populate the new college of medicine. This
impact is explored in greater depth in Finding 5 of the report. Similarly, the consultant estimate for
infrastructure costs vary widely which contributes to the underlying faculty skepticism. And, to make
this a medical school which sustains a firm research foundation to remain cutting edge, a reliable
commitment from federal agencies is required, and that presumption is considered unrealistic.
In considering these views, the Committee believes that the concerns expressed could be largely
addressed by a concerted communications effort. A frequent annunciation of the necessary conditions
by university leadership in the time leading up to the decision will serve to respond to this Finding. This
observation will be explored more extensively later in this report, but much of the input used to derive
this Finding reflects on the credibility of the information at present as well as the paucity of
communication.

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b. The College of Medicine should be considered within the context of other strategic
initiatives under consideration by the University
The Committee received extensive input observing that the University has engaged several important
issues in the course of the strategic planning process launched a year ago. This effort revealed a range
of deficiencies across several dimensions of activities around campus. From this strategic exercise,
many goals have been established to enhance programs, save indirect costs, and correct deficiencies.
Many decisions are still pending, awaiting resolution of information or to assure that adequate
resources may be redeployed to properly finance selected priorities. Meanwhile, staff shortages remain
unmet and multiple faculty lines unfilled awaiting those decisions. Recognizing this on-going dynamic,
several colleagues are concerned that the effort expended in the strategic planning process may be set
aside to make room for this new priority if pursuit of a medical school is decided. Many colleagues
expressed the view that the decisions surrounding the strategic plan should be exercised and rendered
before any further consideration is given to the idea of a medical school.
A fundamental tenet concluded in the strategy exercise is that the University faces considerable budget
pressure to sustain and promote programs currently underway and agreed to as part of that process.
Given that reality, some question why we should pursue an initiative with the potential for enormous
financial burden, particularly if we have misjudged the full scope of requirements to make it successful.
This leads some to conclude that recognized and acknowledged goals may be sacrificed to make way for
this effort. This point contributes substantially to the overall Finding that the University may not have
the capacity or bandwidth to make these decisions while adequately recognizing the range of priorities.
In effect, the view is supported by the skepticism of the Universitys capacity to make a realistic
assessment of the proposal in relation to all other established goals.
This range of observations again prompts the Committee to conclude that this overall Finding could be
addressed by a concerted communications effort and transparent decision process, which will be critical
for a decision either way to be properly understood and supported.

Finding 3: If decided to be established, a College of Medicine should be fully integrated with


the existing capacity at Syracuse University to enhance research, teaching and service
opportunities
Many faculty have observed that there are multiple competing models of how medical schools operate
at universities. But a fundamental decision is whether the college of medicine is designed to be
integrated with current University capacity to leverage that foundation base for larger gain, or should a
new medical school be severable from the core activities of the University and established exclusively
on a fully self-sustaining basis. The consequence of selecting a model that would establish a silo of
excellence potentially mitigates the risk of liabilities spilling over to the University if properly managed
and isolated. But this approach also creates a more costly enterprise and, most importantly, denies the
opportunities for the range of synergies for both gains and efficiencies which could otherwise accrue.

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The dominant view expressed supports the Finding that if establishment of a veterans focused college
of medicine is determined to be in the Universitys best interest, that this medical school should be fully
integrated to build on the University foundation and broaden the base of support. Several important
caveats were offered to support this Finding.
First, and most importantly, a realistic evaluation of resources to expand selected current capabilities
must be undertaken to properly leverage current capacity for additive functions. These incremental,
additional costs must be accurately estimated to support this expansion and avoid erosion of the
foundational capacities already dedicated to existing requirements. The appearance of redirecting
current capabilities for teaching or research to meet medical school requirements without additional
resources will be viewed as a back door reprioritization without recognizing the consequences to the
university foundation by that action. For example, adding teaching load with no additional resources
would be considered bad faith and a dishonest way to suppress the true cost of the activity. This will
also serve to erode credibility of the decision and diminish the requisite support for the overall
enterprise.
Second, the faculty requirements for medical schools often conflict with the teaching load and
compensation standards resident within most colleges of science and related fields within universities.
The different compensation levels, tenure clock, teaching expectations, and opportunities for off
campus practice and/or research opportunities, all converge to create divisions unless these differences
are understood and properly evaluated to assure harmonious integration.
Third, the research objectives for the college of medicine must be carefully considered to factor in
current research underway to assess how the research and the researchers could interact with the
college of medicine. Constructing a process methodology to consistently integrate research activities
between the current university entities and the medical school will assist in achieving the goal of
embedding the College of Medicine into the existing culture of the University. This has bearing on the
next Finding as well.
If each of these considerations are implemented effectively in establishing an integrated entity, the
impact on students could be significant. In addition to opening a new avenue for advanced degree
applicants to pursue the medical profession through veterans hospital service, a wide range of impacts
on the student experience at Syracuse University may result as well. A path to professional degrees for
undergraduate students, internships, and research participation are all student benefits that could
accrue from such a fully integrated enterprise.

Finding 4: To leverage research opportunities fully, a sustainable and collaborative working


relationship with regional medical institutions is necessary.
This Finding emerged predominantly from faculty colleagues who have a working familiarity with
existing relationships across the regional medical communities. Formalizing the institutional
relationships will serve to broadly leverage research capacity and collaboration for collective qualitative
gain. Such an active effort to establish collaborative relationships will also contribute to the durability
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and sustainment of the collective enterprise. This broader, enhanced capacity where the sum is far
greater than the parts could establish a collective capacity to favorably compete for federal research
grants and more broad based collaborations well beyond the region. In that regard, the University may
seek assurance from the Department of Veterans Affairs to include dedicated research funding lines to
explore the range of methods for treatment of the most frequent conditions experienced by veterans.
This would prompt the kind of collaboration and sustainment envisioned by those who urged the
inclusion of this Finding.
The Committee heard the expressed view that this will not be an easy undertaking, but the value of
doing so will yield considerable dividends. The University will be uniquely positioned to initiate this
more expanded effort with the anchor of a veterans focused college of medicine as the objective of the
collaboration.

Finding 5: Expert advice and substantial investments will be needed to attract top-notch
medical faculty that is well placed to generate external research funding.
It was pointed out that the required per-faculty investments will be on a scale currently unparalleled in
other university units. There is concern that the total cost of the venture may be insufficiently
understood, especially in context of the costs of building a college that sustains high-profile medical
research and brings new reputation and visibility to the university in this area. It was indicated that
attracting research-active medical faculty will require an investment of at least several million dollars in
set-up per individual, plus the initial and then recurring costs of building and staffing research facilities.
In addition, the consultant estimates for infrastructure costs vary widely, which contributes to the
underlying faculty skepticism. Finally, to make this a medical school which sustains a firm research
foundation to remain cutting edge, a reliable commitment from federal agencies is required, and that
presumption that such commitments will automatically follow is considered unrealistic.
A cohesive plan will have to be developed to attract and retain medical research faculty that can
successfully compete for research funds and sustain cutting edge research. The new medical faculty
should also have a strong interest in exploring opportunities for synergy with existing research strengths
across the university. A number of current Syracuse University faculty can provide substantial input and
should be involved in this process, but it was felt that it may additionally be desirable to also seek the
advice of an external group of leading medical researchers to develop a coherent plan for identifying
promising and suitable research areas and high-profile faculty in these areas.

Finding 6: There is a substantial need to communicate with the broader University


community to explain the framework of this idea
The Committee membership is drawn from nine colleges across campus and a wide array of different
programs. Each member has observed, and the survey results confirm, that there is a wide disparity of
understanding across campus as to the framework for this idea. Several documents have been
generated by the administration to explain the concept and the conditions necessary to make this a
22

viable proposition. All documents received by the Committee have been posted on the dedicated
website created to make this information more broadly available. The communications the Committee
has undertaken with campus faculty have included link references or direct transmittal of these
documents. Nevertheless, significant gaps in awareness and understanding, as well as misinformation
argue in favor a more concentrated effort from the administration to disseminate the information.
As further demonstration of the importance of such an effort, some of our colleagues have expressed
the view that the decision has been made and the faculty advisory committee is a rubber stamp to
merely establish the image of consultation with faculty prior to announcement of the preordained
decision. While the Committee membership does not share this view, we must nonetheless
acknowledge that our credibility as an advisory collective does not merit the standing necessary to
convince some of our colleagues that their concerns will be heard prior to rendering a decision on the
matter.
The communication of information from the Chancellors office or appropriate university leadership is
essential to establish credibility of the decision making process. As previously covered or referenced in
other Findings, the input points to low morale and a wide distrust of the University leadership, New York
State, the Department of Veterans Affairs and the Defense Department to reach a viable agreement to
realize an economic model to sustain activities launched under this initiative. The most frequently cited
reference from the inputs is an assertion that faculty lines and staff replacement actions have been
denied contributing to the view that these instances prompt questions over the viability of a cost
neutral medical school. Concurrently, some colleagues find the retention of external consultants to help
inform the administrations consideration of options as evidence of misplaced priorities in the midst of
personnel cutbacks underway. However uninformed or misguided these views may be to any member
of the Committee, we have accepted that the existence of such concern merits identification as a
Finding of some significance and point to the imperative to redouble efforts to communicate more
frequently to describe the factors which will contribute to the decision.

Finding 7: The Determinants of Health: Contributions of University Resources


There are certain areas where medicine and medical education and the broader academic offerings of
Syracuse University synergize with clinical care and are apparent and extant. Areas such as biology and
chemistry are obvious. Other examples that contribute to both scholarship and technology include
externally funded research in medical devices, soft matter, drug delivery, tissue engineering, and
information technology and include centers focused directly on commonality of interest, such as the
Syracuse Biomaterials Institute.
Other synergies are not so apparent. Medicine and medical education have historically largely focused
on the science and art of healing the individual patient. Medical practitioners, physicians and the team
of professionals with whom physicians work, are now being asked to focus on the broader issues that
contribute to health. These professionals (and our health care system) are being challenged to focus on
the health of a population, keeping people well, and not just treating disease. This shift in focus
requires new perspectives and new skills. It is in this area where the broad and rich offerings of a large
23

university can make substantial contributions to an innovative curriculum designed to prepare


professionals for a new future.
The attached graphic attempts to draw the linkages between the variables that contribute to good
health and the rich offerings of a broad university like SU. The graphic is not intended to be an
exhaustive depiction of what contributes to health for specific populations, such as veterans, but as
place to start thinking more broadly about health and medical care.
Health professionals will need a stronger skill set in impacting human behaviors. Understanding more
about human psychology, sharper communication skills, knowledge of nutrition and exercise science will
be critical. This is, in many respects, the embodiment of public health.
We have come to learn that where a patient lives and works drives health dramatically. Many health
disparities can be traced directly back to access to resources, tangible and intangible. Education is key.
A nurturing environment that understands the life cycle can support people in accessing what they need
to maintain good health. Education, social work, the study of aging impact these issues. Law affects
social and economic well-being in many ways; issues around disability are obvious links. Driving change
in the patients environment, not just the built environment but the natural environment involves
architecture and engineering.
And, all of these issues are directly affected by policies and programs. Public policy to support change
needed to create and sustain an environment that can produce good health is what will make the
fundamental difference in the long run.
Syracuse University has all of these academic resources, and more. The point of this graphic is to
stimulate thought. It is not meant to be exhaustive in listing where medical education relates to the
kind of academic offerings at a university like Syracuse nor to identify where there may be needs
particular to a veteran population. It is meant to help faculty identify where they see how their areas of
study might relate to medical education in the future.

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Finding 8: Dimensions of Veterans-Focused Medical Education at Syracuse University


The attached graphic shows the linkages between the capacity of Syracuse University to engage in
the creation of a medical college, drawing on both traditional aspects of what constitutes core
undergraduate medical education (heavily in the sciences) and added value non-traditional
determinants of health, shown on an earlier graphic, drawing on other University resources.

The core undergraduate medical education component would be developed to prepare students to
be successful in the standard United States medical education process (ie: the United States

25

Medical Licensing Examination Process 1) but could, through certain electives generally in the third
and fourth year as well as through clerkships in Veterans Administration hospitals, provide an
introduction to medical issues faced by veterans. Ideally, the clinical exposure of the students
would extend from year one through four, consistent with current thinking around models of
medical education. Clerkships would also need to be available in hospitals with clinical services
typically not found in VA hospitals such as pediatrics and obstetrics.

The Veterans Administration (VA) has need for manpower equipped with specialized skills.
Working with the VA to determine the numbers of providers and types of specialties needed,
programs in graduate medical education (residency and fellowship experiences) would be
identified or developed. The graduate medical education programs, which lead to state licensure
and board certification, would need to meet the standards of the American Board of Medical
Specialties 2 (ABMS) and the relevant specialty area. Specific content knowledge beyond the scope
of the specialty that might be relevant and important to the VA must be identified and a plan to
introduce residents (or, most likely fellows) to these issues developed.

"The United States Medical Licensing Examination (USMLE) is a three-step examination for medical
licensure in the United States and is sponsored by the Federation of State Medical Boards (FSMB) and
the National Board of Medical Examiners (NBME). The USMLE assesses a physician's ability to
apply knowledge, concepts, and principles, and to demonstrate fundamental patient-centered skills,
that are important in health and disease and that constitute the basis of safe and effective patient care".
(http://www.usmle.org/)

"ABMS Board Certification and the ABMS Program for Maintenance of Certification (ABMS MOC) are
instrumental to the integrity of medical specialty care. Certification by an ABMS Member Board involves
a rigorous process of testing and peer evaluation that is designed and administered by specialists in the
specific area of medicine. Through collaboration between ABMS and the 24 Member Boards,
standards for initial certification and keeping certification current through ABMS MOC are determined
for continuous professional development as well as improvements to patient care". (
http://www.abms.org/board-certification/)
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Finding 9: If the University were to establish further entanglement with the federal
establishment, could this compromise or alter the culture and mission of the University as
an institution dedicated to higher education?
This question was raised in the input received by the Committee expressing the view that the
establishment of a veterans focused college of medicine could draw the University into a more
extensive alignment with the federal agencies and departments charged with the mission of
providing for the national defense and security of the US homeland. In turn, this has the potential
to change the emphasis of the Universitys institutional priorities and culture away from critical
27

thinking and open dialogue. The prospect of entanglement with the so-called National Security
State risks subordinating the Universitys academic mission and becoming the functional adjunct
of the institutional security interests of these federal entities. The overriding concern is expressed
by the view that the further we travel down this path, the more likely we are to become less like a
university and more like a defense contractor.
In and of itself, pursuing an initiative to provide education, development and training for prospective
medical professionals to join the ranks of the health care community dedicated to treatment of military
veterans does not raise the specter of such a transformational change to the very core of the
Universitys mission and purpose. To the contrary, such an effort could be viewed as the University
stepping up to do its part to address a deficiency in meeting the national obligation to properly care for
Americans who have volunteered in service for defense of the nation. Nonetheless, the institutional
relationships necessary for the University to achieve this capability will require engagement with the
very federal institutions that are the basis of this question. Partnerships with these federal
departments and agencies will be essential to make such an enterprise successful. This input does
highlight a potential risk of entanglement that could evolve from these relationships.
The Committee debated the content and as well as an assessment of the validity of this input. We
concluded that the point of view was offered to provoke such debate as well as raise awareness of this
question as a part of the broader campus dialogue and reflection of the efficacy of establishing such an
enterprise. As such, this has been included as a Finding to elevate the awareness of this existential
question when considering the potential ramifications of this decision should the University choose to
move forward in this direction.

Finding 10: Contrasting views over the impact to the University such a decision could yield
The inputs to the Committee expounded a range of impact consequences forecast by our faculty
colleagues. Views ranged the full spectrum of assessments.
Some believe that the establishment of a veterans focused college of medicine could be a significant
catalyst to raise all boats by elevating the prestige and standing of the University as a signature, one of a
kind institution across the nation. Many believe this could differentiate Syracuse University as a unique
institution by filling this organizational and identity gap.
Still others are of the mind that the Universitys image could be negatively altered from its ranking as a
top tier institution of higher education in the fields of social science and humanities to a confusing
amalgamation of disciplines with no central grounding. The stated fear is that the establishment of
another second rate college risks further erosion of the University standing from the ranks of leading
institutions of higher education.
The Committee concluded that this Finding is important to articulate and fully understand that there is
no consensus from the faculty on the overall predictive outcome stemming from such a decision. The
anticipated alternative futures vary widely based on the input received.
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Finding 11: Institutional Limitations


The Committee received numerous views and input addressing concerns about the campus
infrastructure capacity to accommodate a new facility dedicated to a veterans focused college of
medicine. This concern can be summarized by contrasting the organizational objectives articulated with
the physical limitations of the existing space.
The overwhelming view expressed was that it will be important to co-locate such an enterprise within
the existing University footprint in order to realize the integration objectives explored in an earlier
Finding. To maximize synergies, yield economies of scale and minimize duplicative indirect costs, the
college of medicine must be accessible. Similarly, this would avoid the prospect of the college of
medicine becoming peripheral to the connection with the campus life. That said, all views expressed
acknowledge the confines of the urban footprint of the University which severely limits the space
options to achieve this goal. Moreover, some are concerned about the collateral impact on current
congestion, parking limitations and inadequate facilities to accommodate present activities. This
Finding observes that the overall quality of campus life will be impacted by such a decision. But on the
main, the impact is a consequence to be managed in order to support the dominant view expressed
that the facilities should be a part of the existing University footprint.

Finding 12: Existing programs at Syracuse University have expertise in providing treatment
and services for veterans.
Several members of the Committee, as well as other faculty interviewed by committee members,
expressed considerable enthusiasm for the idea of a veterans focused medical school in an array of
disciplines, including some unrelated to hard sciences. Many observed that veterans are a special
population, with issues that social workers, counseling, and mental health professionals are trained to
address. The needs of trauma victims are one example of such needs. Some departments, such as
exercise science, include faculty with post-doctoral training at major medical schools.
For example, social workers are universally present in hospitals involved in many activities such as
discharge planning. In addition, the families of veterans are a population with their own distinctive
needs; social workers are trained to treat the whole person including the family system of which they
are a part. Social workers also provide a large share of mental health services, another particular need
among the population of veterans. The MCAT exam includes a psycho-social component, an area in
which the School of Social Work can provide the necessary training and preparation.
Those who advanced these views spoke also of other opportunities for research, as well as training and
curriculum development, presented by a veterans-focused medical school. In addition to the application
of such social work disciplines many other colleagues identified an array of unsuspected potential for
teaching, research, and service opportunities and collaborations like information technology
applications. Impact from these areas include discursive/linguistics practices that improve doctorpatient communications, disease symptom discovery from large scale digital health data-both numeric
and textual data, and deliberative techniques to improve patient understanding about diagnostic
29

processes. Other public management applications include crisis management studies to incorporate
medical and health emergencies. Still others point to therapeutic art techniques and dedication to
community writing within the moral injury project as applicable to treatment regimens unique to the
veterans population.
In addition to their enthusiasm regarding teaching and research opportunities, as well as anticipated
benefits with respect to faculty recruiting, faculty members in these departments spoke of the
enhanced training and placement opportunities for their students, including internships and other
forms of involvement in service provision.
In short, the Committee heard views from many colleagues that the existing capabilities resident at
Syracuse University have a multitude of applications to treatments for the veteran patient that would
contribute to a well-rounded medical student in professional training for veterans hospitals.
Should a decision be taken to pursue this initiative, Committee urges undertaking an assessment of
these unsuspected areas of relevant application for this unique training and education opportunity.

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Appendix

31

Appendix A: A Veteran-Themed College of Medicine at Syracuse University Context & Logic


The following paper was prepared at the Committees request to summarize the University administrations
factors that prompted consideration of this potential initiative.
The Context and Logic for Exploring the Opportunity
Syracuse University College of Medicine The Story by J. Michael Haynie, Ph.D.

Past Informing the Present


At the start of World War II, Syracuse University was a small teaching college serving a student body of
approximately 5,500. As the end of the war approached, Syracuse University Chancellor William Tolley was
asked by President Roosevelt to serve as a member of a small group of college and university leaders, tasked
with creating what would ultimately become the Servicemen's Readjustment Act of 1944 more commonly
known as the GI Bill.
Today most historians assert that the GI Bill is among the most important legislative acts in the history of this
country, as the legislation played a key role in positioning the U.S. as a technological superpower throughout
the 21st century. Specifically, following the war the GI Bill empowered 8-million veterans to pursue higher
education, including three Presidents, three Supreme Court justices, 14 Nobel Prize winners, 24 Pulitzer Prize
winners, 91,000 scientists, 67,000 doctors, 450,000 engineers, and countless other members of what has been
famously described as the Greatest Generation.
Importantly, you cant tell the story of the post-WWII GI Bill and that Greatest Generation, without telling the
story of Syracuse University. Thats true not only because of Chancellor Tolleys role in creating the GI Bill, but
more than that its the case because Syracuse University in a way dramatically different than almost any other
college or university in America embraced the opportunity to open the doors of higher-education to the
nations returning veterans bringing more than 10,000 veterans to our campus as students, in the years
following the end of the war. No school in New York State welcomed more returning veterans to campus than
did Syracuse University, and only a small handful of colleges and universities in America count more of the
Greatest Generation as graduates.
It should be noted that Chancellors Tolleys decision to kick open the doors of Syracuse University to post-WWII
veterans was about something more than a sense of obligation. It was a very strategic and purposeful decision,
positioned to enact a vision shared by this community for turning a smaller, regional university, into a dynamic
and nationally-recognized research institution. Chancellor Tolley understood that a means to enact that vision
could be to engage our returning veterans, those who he intuitively realized would come to lead our nation in
the pursuit of social and economic prosperity over the next century.

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Today Syracuse University is the institution we know and appreciate because of this decision.
In the 60+ years since the end of WWII, Syracuse Universitys connection to the veteran- and military connected
community has remained strong, robust, and central to our identity. For example:

For the past 60 years, Syracuse Universitys Whitman School of Management and Maxwell School of
Citizenship have been home to the Defense Comptroller Program (DCP), training the leadership of the
DoDs financial management community. Students come for a 14-month program, where they earn a
dual degree (MBA/MPA), and then return to service as military officers. This program is fully funded by
the Department of Defense.

For more than 50 years, Syracuse Universitys Newhouse School of Communications has been the home
to the DoDs School of Military Photo-Journalism. Students come for a 12-month program, where they
are trained as photographers and film journalists, and then return to military service. This program is
fully funded by the Department of Defense.

For more than 20 years, Syracuse Universitys Maxwell School of Citizenship has been home to the
National Security Studies Program, training senior military leaders (General Officers and Senior
Executive Service) in the fundamentals of global security. This program is fully funded by the
Department of Defense.

Founded in 1918, Syracuse University is home to the oldest, continuously operating Reserve Officer
Training Corps (ROTC) program in all of America. Students receive full-tuition scholarships (out of high
school) to attend Syracuse University, and after graduation go on to serve as officers in either the U.S.
Army, or the U.S. Air Force.

Syracuse University is home to the Institute for Veterans and Military Families (IVMF), nations first
interdisciplinary academic focused solely on the social, economic, and wellness concerns of the nations
22.5 million veterans.

Syracuse University is home (Law & Maxwell) to the Institute for National Security and
CounterTerrorism (INSCT), one of the nations leading academic institutes focused on interdisciplinary
research, teaching, public service, and policy analysis in the fields of national and international security
and counterterrorism.

Veteran and military-connected themes/applications have (for decades) represented a very significant
percentage of sponsored research/programmatic funding generated at Syracuse University. For
example, over the past year approximately 40% of all such funding coming to Syracuse University has
been veteran and/or military connected.

In summary while not necessarily visible or intuitive to many across our campus community Syracuse
Universitys past and present connection to the veteran- and military connected community is not only central
to our identity, its also one of the institutions most rare, valuable, and differentiating resources (relative to our
peer and aspirational peer colleges and universities). This is why, for example, Secretary of Defense Ash Carter
chose to visit Syracuse University on his first domestic trip after being confirmed as Secretary he came here
because (in his words):
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The competence of this place (Syracuse University) makes it a preferred partner. Youve
been committed for a long time. You were way out in front in the
early post-WWII years and so theres a level of commitment and sophistication to the
thinking here that we really need, an intellectual basis, that we get from a place that knows
how to couple training with scholarship with action and there is just no other place that
does it like Syracuse.

Our Present as a Future Opportunity


Before Chancellor Syverud arrived in 2014, he had both studied our institutions history, and also surveyed the
current landscape of programs, research, and educational offerings at Syracuse University. Like Secretary of
Defense Carter, he recognized the Universitys past and present engagement with the veteran- and military
connected community as a rare, valuable, and differentiating resource one that could potentially seed the
conditions for future-focused opportunity at Syracuse University. Its for this reason that at his inauguration,
Chancellor Syverud announced that one of his strategic priorities is to seed and cultivate programs, policies, and
innovative initiatives positioned to create Syracuse University as a national hub of thought leadership, research,
and programming related to engaging the nations service members, veterans, and their families.
This focus was incorporated into the Universitys academic strategic planning process last year, in the form of a
workgroup of faculty, staff and students tasked with investigating and informing futurefocused opportunity
connected to the Universitys past and present engagement with the veteran- and military connected
community. This workgroup concluded that Syracuse University has great strengths in many disciplines relevant
to this space, including in our Institute for Veterans and Military Families and our schools and programs related
to public health, disabilities, aging, speech and hearing, clinical psychology, biology, biomedical engineering,
child and family studies, food studies, social work, education, exercise science, design, communications, and
many other areas.
In addition, the strategic planning workgroup also highlighted additional opportunity associated with framing
the Universitys past and present engagement with the veteran- and military connected community as a rare,
valuable, and differentiating resource. Some of these include:

The post-9/11 GI Bill as the most generous educational entitlement afforded to veterans since WWII.
Accordingly, there is a financial incentive to create a campus culture and climate attractive to this
generation of veterans, both because its the right, thing to do on behalf of our veterans, and also
based on external funding available to the University for tuition support.

While available funding from traditional sources to support research (NIH, NEH, etc.) continues to
decline, research and program funding from the Department of Veterans Affairs and the Department of
Defense has increased (or held steady) throughout much of the past decade. Closer and more robust
connections to these agencies may represent a significant source of research funding opportunity for
our schools and institutes.
34

The corporate sector is heavily engaged in the post-service concerns of veterans and their families and
(similar to the above), may represent a significant source of research funding opportunity for our
schools and institutes.

Because of our student serving veterans as students, engagement with the veteran- and military
connected community represents a compelling opportunity to motivate our alumni to support of
efforts.

Finally (and importantly), the workgroup identified engagement with the veteran- and military
connected community as a means to demonstrate societal citizenship behavior, purposefully working to
positively impact an important segment of society across social, economic, and wellness dimensions.

Given the above, the recommendations of the workgroup have been incorporated into a campus-wide strategy
to engage the schools and colleges related to this effort. Part of this work includes a studentfocused effort,
based on increasing opportunity for veterans to attend Syracuse University. A second dimension of this effort
relates to creating the conditions for veteran- and military-connected research to flourish on this campus.
As related to research, both the academic strategic planning workgroup and also leading researchers on the
campus identified as a barrier to opportunity the fact that Syracuse University currently is limited in its ability
to effectively compete for research funding situated primarily in the wellness (clinical)/medical fields. Further,
the workgroup also noted that Syracuse University is sometimes disadvantaged in its ability to effectively
compete for research funding even when not situated in non-medical/clinic fields, in instances where that
research opportunity includes a secondary wellness (clinical)/medical focus. These barriers/disadvantages are
present largely as a consequence of the fact that Syracuse University does not have a school of medicine. The
report of the academic strategic planning workgroup summarizes the situation like this: we may not yet have
considered how best to tap into our existing strengths. This includes faculty who teach the core required
sciences for a medical degree partner(ing) with local hospitals in addressing the critical need for skilled
physicians, and a potential new program focused on medical training specifically tailored for the needs of
veterans.
The Idea for a Medical School
The impetus for the current effort to explore the opportunity to design and deliver medical training specifically
tailored for the needs of veterans has been informed by our history, our present engagement with the veteranand military-connected community, and findings stemming from the academic strategic planning process. That
said, several environmental factors also suggest the opportunity as being timely and compelling:
There is a critical shortage of physicians nationally (45,000 90,000 by 2025), and that shortage has particularly
severely affected our nations veterans and their families and caregivers. That shortage will become particularly
acute in coming years as our veterans population ages.
The Veterans Administration Healthcare system is the largest in the world. The VA conservatively estimates a
shortage of 22,000 doctors over the next 10-15 years. The VA leadership has been actively lobbying established
medical schools to produce more doctors, but demand will outpace supply for the foreseeable future.

35

The SU CoM will enhance SUs research capabilities, will include research focused on military & veteran medical
issues, and will aim to attract the best faculty, staff and students from around the country who are interested in
this unique niche.
Related to the above, SUs national leadership role related to veterans and the close ties established between
the VA and Syracuse University that have resulted have opened the door to exploratory discussions related to
a possible partnership in support of a college of medicine at Syracuse University.
Exploratory conversations with key stakeholders both to the University, and within the military/veterans
community have suggested strong support for continued effort to explore the concept. This suggests
opportunity related resourcing and securing the infrastructure/partnerships that would be essential to support
the project.
As part of the ongoing Upstate (NY) Economic Revitalization Initiative, we are proposing to cluster in the Central
New York Region institutions, programs, resources, and infrastructure creating a national hub of thoughtleadership, research, and programming focused on the social, economic, policy, and wellness issues impacting
the nations veterans and their families; elements of this resource cluster include vocational skills-training
initiatives, research collaborations, technology transfer initiatives and possibly, medical education.
The Concept
Its important to note that the concept for a college of medicine at Syracuse University must be framed within
the context of a broader strategy to cluster at Syracuse University and across the Central New York Region
institutions, programs, resources, and infrastructure creating a national hub of thoughtleadership, research, and
programming focused on the social, economic, policy, and wellness issues impacting the nations veterans and
their families. In other words, the proposed medical school would represent a dimension of this larger strategy
already in progress.
Accordingly, the core question is how might a college of medicine be synergistic with and enhance Syracuse
Universitys existing strengths in many disciplines relevant to this space, including in our Institute for Veterans
and Military Families and our schools and programs related to public health, disabilities, aging, speech and
hearing, clinical psychology, biology, biomedical engineering, child and family studies, food studies, social work,
education, exercise science, design, communications, and many other areas?
Given that framing, the current thinking related to the design and function of the school is as follows:

Syracuse University is exploring a service-model college of medicine, such that 1) students would
attend at no direct cost (tuition-free), and 2) subsequently incur a service obligation as healthcare
providers working within the VA healthcare system.
o

Tuition revenue would come to SU on behalf of the students from external sources
(likely VA, and/or private donors) o Consider the model akin to the
current approach applied to ROTC

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If created, the proposed College of Medicine would be the first public-sector college of
medicine of its kind in the nation, organized around a post-degree service-model concept,
and supporting a pipeline of doctors to under-served populations/institutions.

The proposal would create the college of medicine as an interdisciplinary endeavor, connected both
through research and educational/programmatic offerings to the schools, colleges, and institutes at
Syracuse University.

Residencies for students would be distributed throughout the nation, ideally within the network of VA
hospitals and clinics.

Assumptions & Feasibility


For the concept to be viable, the following assumptions represent necessary conditions:

Support from & partnership with the Department of Veterans Affairs

An economic model that sustains the college of medicine, and that is based on new/externally
generated funding, as opposed to debt funding or reallocation of existing university resources.

An operational model that does no harm to SUNY UpState, with regard to existing community
partnerships supporting their medical education program.

Support from the faculty and University community.

Latest Developments

As part of the Universitys feasibility analysis, administrative and academic leadership have met with
stakeholders both inside and outside the University regarding this idea.

Productive discussions with the U.S. Department of Veterans Affairs, including with Secretary McDonald
have guided the University regarding the needs and challenges of the Veterans Health Administration.

University leadership has spoken to Governor Cuomo, SUNY Chancellor Zimpher, and Dr. Greg
Eastwood, interim President of SUNY Upstate Medical University and briefed each of them on this idea.

In mid-July University senior leaders met with Dr. Eastwood and his staff to address any concerns held
by SUNY Upstate. It was made clear that this idea is national in scope and stature and would
complement, not detract from, the mission of SUNY Upstate Medical University.

In August, the University retained the counsel of Tripp Umbach (TU) a leading medical school and
healthcare consulting firm to assist the University in its feasibility analysis. This analysis is ongoing and
TU representatives are actively consulting with New York State, Veterans Administration and national
medical college stakeholders. A report from TU is expected in the beginning of October.

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In discussions with local healthcare stakeholders (Crouse Hospital, St. Josephs Hospital) SU was strongly
encouraged to continue exploring pursuit of a veterans-focused CoM and look for synergistic,
partnership opportunities with regional healthcare facilities.

In early September 2015, Chancellor Syverud directed the formation of a Faculty Advisory Committee
chartered for the purpose of exploring the opportunities and potential challenges associated with
creation of a niche, veterans-focused college of medicine. The Advisory Committee will report its
findings to the Chancellor no later than 5 October 2015.

During consultation with multiple retired Flag Officers / General Officers (FO/GO), SUs veteransfocused
CoM service model was well received. Key FO/GOs that have expressed support for SU CoM are:
o General David McKiernan (USA Ret., former Afghanistan International Security
Assistance Force Commander)
o Admiral John Harvey (USN Ret., former Fleet Forces Commander and Current
Commonwealth of Virginia Secretary of Veterans and Defense Affairs)
o Rear Admiral Craig Quigley (USN Ret. Former Deputy Assistance Secretary of Defense for
Public Affairs) o Lieutenant General Harry Bud Wyatt (USAF Ret., former Adjutant
General of Oklahoma, former Director of the Air National Guard.)

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Appendix B: Faculty Feedback


In order to effectively solicit feedback from across the Syracuse University faculty populace, the Advisory
Committee constructed on online survey whereby faculty could respond to key questions and provide
comments and views. Faculty could provide submissions anonymously or choose to incorporate their contact
information. The survey was available for submissions from Friday, September 18th to Monday, September 29th
2015. The survey was sent to 1,649 faculty members, with appropriate follow-up measures to ensure the entire
faculty community had an opportunity to participate. Below are the survey questionnaire and responses.
Please note that the responses have been redacted to delete any reference to the identities of the authors.
While it has been determined that responses submitted to a public survey are not protected by confidentiality
protocols, nevertheless, the Committee has erred on the side of an abundance of caution to protect the privacy
of the faculty colleagues who have offered views. As such, the responses to the questions for which
respondents elected to elaborate were redacted to omit identification.
Survey responses are unedited.

Question 1 is described in the executive summary.


Question 2: Feel free to elaborate on any area of your response above
many of my strong students are pre-med or interested in health professions, and I teach 17th c
British literature. A college of medicine adds prestige and allows for interdisciplinary work between
members of faculty working on the many areas of research that medicine touches upon and is
informed by.
The Chancellor has a full plate: fixing Arts and Sciences; fixing the College of Law; fixing Athletics;
fixing HR; fixing Development; and much more. I do not see how building a Medical School will help
with any of this. Indeed, it will divert the Chancellor from his necessary tasks. Managing this broken
institution back to health is enough for this or any chancellor. The medical school is an unnecessary
diversion.
A school of medicine is desirable. One focused on disability would be great. One focused on vets is
much less desirable to me.
I have a hard time understanding how at a time when the university is facing serious financial
problems we want to undertake a College of Medicine. What would happen when the revenue
estimates don't materialize? Will SU then raid the budgets of other schools and programs? Is this
really an idea that should be our top priority now considering our needs in so many other areas?

39

Having a medical, or other types of graduate programs, adds to the prestige of any university and
aids in recruiting undergraduates.
This is a fantastic idea!
If this is determined to be a 'win-win,' especially for SU's bottom line, it should be supported.
However, I don't know what crystal ball is being used, and if it can be relied upon.
The premise that this will not negatively impact SU finances and that it can be funded entirely by
external sources is, to be kind, delusional.
As a graduate school, how it would enhance or help student life is unclear, since the student life that
certainly needs enhancing to retain tuition dollars and alumni pride is predominantly undergraduate
student life. Other than in the biomedical sciences, how would it recruit/retain faculty? How will
investing in this impede other basics that need taking care of, including investments in our
classrooms, our faculty (and not ongoing hires of consultant and VPs), our dorms, our libraries? Our
graduate school is also woefully under-resourced already, as is our OSP division: it seems laughable
to build yet another aspect of SU when so much that is here needs attention and focus. To have a
medical school you need a strong graduate school (which we don't have) and well-resourced
graduate training in diverse fields and areas (which we increasingly don't have either).
I came to SU from a tier 1 research university with a world class medical school. The opportunities
for research, human services, instruction, and academic citizenship that can grow from SU's
adoption of a medical school are significant.
I believe a focus on medicine (or pre-med) will selectively benefit recruitment but restrict diversity of
student skills and interests and result in a less thriving intellectual environment.
It can only be a positive
As Syracuse University's student caliber continues to plummet, I feel that we need to re-energize and
refocus on the programs which we already have. Adjunct faculty are treated poorly and are paid low
wages with hardly any benefits. Undergraduate student performance is increasingly being driven by
helicopter parents who are threatening that those adjuncts be fired. As our caliber continues to fall
(3 spots in the current ranking of US News & World Reports), the last thing we need is to have our
student body become medical doctors.
I believe that multiple research opportunities not currently available to SU will become available do
to the connection with the VA system. These opportunities have the potential to impact beyond the
40

medical/mental health arena. More advanced technology must also be involved to create
orthopedic and other items to enhance the lives of our wounded warriors. Students interested in the
STEM areas and in medicine will look at SU even at the undergraduate level, hoping to be able get a
step up on entering the VA medical school. Innovative and creative faculty will look to SU for
employment. Those here will have more opportunities to expand their areas of expertise and
research. Campus life may well change in a positive manner. Certainly students will have more
opportunities to become aware of the VA system, veterans needs and challenges and opportunities
available to include those veterans into campus life.
the question isn't posed clearly --that is are you asking about these with respect to the other schools
and colleges at su? or about the medical school
SU should have a med school as a university of stature. Our relationship with Upstate is not a strong
connection. Let's do it!
It brings in real engagement, in depth, with a significant and identifiable group within our society
that interacts lifelong and across generations in our society.
This will increase enrollment by pre-med undergraduates and provide experiential learning
opportunities for our students
I am aware of several funding streams within the VA system related to mental health. My
department, Counseling & Human Resources has partnered with the local VA as a training placement
for the past decade. In fact, one of our alumni, Ann Canastra, has been a leading force in the
adoption of Mental Health Counselors' work in the VA. Although I am unaware of a research
program exploring this evolution, I believe that a medical school could provide additional
mechanisms for this.
A self-sustaining CoM in a RCM model will not affect the greater good. A CoM (and just a CoM)
without new research infrastructure (facilities and faculty) will do little to enhance overall research
visibility at SU or impact faculty recruitment/retention. A CoM will require faculty with expertise in
teaching, not research. More med students, med faculty, med staff, med families = "more mouths
to feed" = more strain on already very strained campus resources (libraries, campus rec, student
centers etc) = unfavorable effect on campus life. Unfortunately, a CoM may not impact UG student
recruitment as this is currently largely driven by the social and sporting infrastructure.
I don't accept the premise: It may be possible to find external funding to start the school, but
leadership attention will always be in short supply.

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It will likely be impossible to develop a significant medical research college as the mission of the
proposed college appears to be more vocational in nature.
NIH funding is becoming extremely difficult to obtain. Unless congress gives NIH more funding then
a university trying to fund programs from research is not going to be viable.
The National Security State is one of the most powerful sectors in our society. I dont deny the
financial appeal of building close relationships with the NSS, in fact that is the source of my
discomfort with this strategy. When the NSS is present on campus as one constituency among many,
powerful as it is, it remains part of a broader conversation in which many visions are represented.
But when we formulate a long-term development strategy for the University premised on providing
services to the NSS, we implicitly put the interests, norms and values of the NSS at the top of our
institutional priorities into the indefinite future. Those interests, norms, and values sit uneasily with
the Universitys broader mission to foster critical thinking and open. That tension threatens to
transform the institution into a functional adjunct of the NSS, focused on technical questions and
provision of services rather than broader questions of social and political life arising out of a plurality
of perspectives in dialogue. Indeed these latter questions may come to be seen as unwelcome
distractions from the business of serving the needs and promoting the interests of the NSS. This
powerful assimilative tendency is clearly reflected in the tone and substance of the Context and
Logic document, and in the deletion of citizenship from the Universitys newly revised mission
statement. For these reasons, I am opposed not only to the medical school proposal, but to the
larger strategy of which it is an expression. The further we travel down this path, the more likely we
are to become less like a university and more like a defense contractor.
Creation of programs and environments for fruitful interactions between clinical residents and STEM
researchers (PhD students) could elevate the overall research stature of SU. MD/PhD programs, NIH
training grants etc. should be actively pursued.
Since we don't have a medical niche now, I'm not sure this endeavor would create a differentiator in
the minds of potential undergraduate students. If we did pursue this, I'm not sure it would have any
impact on student life.
I find it unlikely that the college would be supported externally.
The proposed medical school aims at a greater integration of the university with the Department of
Defense and the US military. This plan will subordinate the academic mission of the university to
security interests furthering the corporate and business models already adopted at SU (with
questionable success).

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Presence of military on campus is not veterans but security and military management. We don't
need a medical school or a hospital for veterans. There are three hospitals, including the VA in
walking distance of Syracuse. And SUNY Upstate has its medical school here. I don't think that we
should use veterans to garner federal defense and security funds.
Most of campus life is centered on undergraduates. The medical school will be a graduate program.
Other professional master's/doctoral programs have little interaction with campus life. That is the
basis of my guess that a medical school would have little effect on UG student recruitment and
campus life. As for faculty retention, it could improve it in the areas that see increased research
support (if that occurs). Other fields could be unaffected.
I don't think that Syracuse University needs to get more entangled in the national security state.
I do not believe that the medical college can be both self-sustaining and inclusive. Sounds almost
contradictory.
Why would potential students choose a new medical school, when one already exists in the area?
How would we justify to students that we are providing medical training for people to work with
veterans, outside of the VA system?
You do not ask about the impact of a veteran-specific medical school. I think a general purpose
medical school would have favorable impacts across the board. I know of no veteran-specific
medical school in existence, and my rating would largely be guesswork.
This just seems like a way to capitalize on veterans, which is awful. It also makes us, as an institution,
proponents of war since we'll need wars to produce veterans for our medical students. Has anyone
looked into medical school applicants across the country? Aren't schools having a difficult time
recruiting students into med school, in general? A med school where you're slated to work in
hospitals that most drs and nurses already don't really want to work in? All this so we can be
competitive for funding if we have a med school.
Totally unrealistic view of the proposal being self-funding. That NEVER happens with anything else
the university does. It never happens any place that has a medical school.
The assumption that is written into the question is the subject of widespread suspicion and mistrust
among faculty. Given that academic units are in the midst of eliminitating multiple staff positions--a
process that is already having a direct negative effect on the quality of education that we provide to

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students--it seems that a fuller discussion of the proposed funding sources for the new med school is
in order.
While I have indicated I think the overall impact will be favorable, I think it is important to
acknowledge the may be unintended impacts in specific areas. For example, certain types of
students or faculty who do particular types of work may be less likely to come to SU. If the program
disproportionately draws faculty and students who have served in the miltiary, which is a maledominated culture, there could also be implications for campus life.
Of course, if we assume that the medical school will not cost us anything, then there will be positive
benefits, but I don't believe that anyone can guarantee a priori that the model will turn out to be
selfl-sustaining.
I do not think we should enter into this unknown area particularly when so many other things that
need attention in Campus. This will need a lot of resources from existing programs. It is highly
unlikely that this will be self sustaining!
It's unclear how a medical school can have a favorable impact on existing programs and faculty who
never worked in collaboration with a medical school. The new medical school might receive grants
down the road which might increase the reputation of SU, but studies have shown that this is not
true. It will take an extremely long time to established itself and teaching elements are lined up
before faculty can even start to think about research. I don't see a positive short- or even medium
term impact on SU.
I thought it was a mistake to get rid of our Nursing program. Health care, medicine, and similar fields
are going to grow. SU needs to be part of that.
It would be favorable to STEM research, but what about the Humanities? There is much that we can
also contribute to this initiative, but it would require internal infrastructure to help develop.
The lack of a College of Medicine is probably the most significant organizational gap at SU.
One should not base their decisions on assumptions. I strongly believe without the (and I quote from
the context and logic document) " initial feasibility and impact" expected this fall that this survey
and faculty comment is highly premature. Additionally, I question the wisdom of the time frame in
which you were asked to work toward considering that there have been no opportunities for Q&A
sessions.

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I think the Veterans-Focused Med school will attract undergrads and graduate students who might
consider that med school. I think it will throw off research and teaching opportunities for faculty
and students in other schools.
There is no such thing as fully external sources. SU leadership, the Chancellor etc.. will have to be
fully involved. Resources that could be used for current and currently underfunded activities would
no doubt need to be committed
A College of Medicine will generate research dollars and increase the university's profile as a
research university.
This plan is little more than an opportunistic way for the university to make money.
Without knowing more that the administration has allowed, it is impossible to develop informed
decisions about priorities for the development of major University programs. Despite this lack of
informaiton, I am higly skeptical about the fully extrernally sourced program. for years NSF has
encouraged the development of major new programs (as MREFC accounts) almost without
exception these have not been funded by 'new money' as promised. Those new programs in the end
were reduced in scope AND core funding was redirected to support them. Before moving ahead with
this program it should be determined if SU is in a position to redirect funds in support of this venture
if it is not in fact self-sustaining.
This could change the 'classic' image of SU: a social science/humanities focused higher education
institute. It will also create opportunities of potential inter-university collaboration
I am in audiology and it would benefit my unit greatly to have a medical university associated with
SU.
I think that a medical school could be a draw for faculty as well as for undergraduates who are
thinking about medical school.
I have been a proponent and an advocvate of a medical school for years. I was making this
recommendation to the Chancellor on all of his surveys for suggestions since his very first call for
suggestions. I can say that most of the top universities in the world have a medical school and or
hospital. I also run the Singapore Summer Internship Program for SU Abroad. I can say that the
university rankings almost killed this very succesful program because new Singapore immigration
laws limited student interns to just the top 200 universities world wide. SU does not even fall within
the top 500 in two of the three global ranking services. What is amazing to see are the schools
ranked ahead of SU, mostly because of research and grants driven by their associated medical
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programs. I personally feel a medical school will result in a significant increase in global rankings.
SU as a university should be ranked much higher than it is. But ranking services place a significant
weight on research produced and grants awarded. People can say what they want about rankings
but the bottom line is people look at them, governments look at them, students and parents look at
them. I personally feel a medical school will add to the prestige of the university, improve it name
and recognition, and impove it's rankings.
I think the university should promote the programs it has now, not try to get resources for an
entirely new program. We already have great programs for research and student recruitment!
Obviously, medical students would be recruited, but I am not sure it helps undergraduate recruiting.
Not sure research is a given with a medical school. Faculty likely to be research physicians? Make
substantial rsearch a requirement? Not likely to recruit such faculty readily..
As a faculty member I can attest to the positive influence veterans and service members have had on
other students and on my courses overall. I believe the unique interdisciplinary focus and serviceoriented structure of the proposed veteran themed college of medicine will positively impact the
University as a whole.
A college of medicine is long overdue. It will raise our research profile ans provide much needed
interdiscipinary research and teaching opportunities.
The presence of a medical school will be a valuable addition to the campus and will benefit
interdisciplinary research.
With regard to research, several members of our department already do research directly applicable
to vets, and having such a medical school would enhance their ability to obtain external federal
funding, recruit participants, and collaborate with medical faculty on research. I would feverently
hope that we could provide access to imaging technologies that are so critical to biomedical
research.
Will the medicine school be competing with the UPstate medical school on enrollment?
It would help our rankings, no?
I think a college of medicine focused on veterans would be a positive factor across the university.

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The assumption regarding resources loads the question. How realistic is that? What would happen
if the project were to start that way, and then change?
The lack of a medical school negatively affects SUs ability to raise outside research funds. This was a
factor in losing our AAU membership. This will hurt our ability to recruit faculty, and makes me less
likely to stay in the long run.
The current financial condition of the university is not well-suited for this type of endeavor.
Whitman has particularly been pilfered to support other academic units. I also don't think campus
life will be improved since the students will have little interaction with the medical school (similar to
the law school now) and the morale of staff is already low due to the voluntary separation plan.
Having a med school as the new priority while cutting other employment is not conducive to campus
life and morale.
I covered most of this in the additional factors section below. I think that a medical school often
stands sepaerate for the life of the rest of campus because the missions are so different. Often, the
medical school is also physically separated for the rest of campus. I can't imagine there is adequate
space within the existing main campus footprint to locate a medical school. And once it is physically
separated, like the Warehouse (or the Law School), it becomes peripheral in its connection to
"campus life."
I believe that the resources available are insufficient to favorably support research agenda of a
medical school. Additionally, I believe that campus life for a medical school is subpar. There are few
programs targeting graduate students that would facilitate integration into campus life. The
opportunities for the medical students to connect with students on the larger campus are limited or
nonexistent.
Research will be enhanced only to the extent that the new college of medicine, itself, has a research
mission
Colleges are never entirely resourced from external sources, and I don't believe the University
should be embarking on an undertaking of this size while asking programs across the University to
cut their budgets.
I don't buy your assumption about the medical school being self-sustaining. If medical schools made
money, there'd be a hell of a lot more of them, wouldn't there?
This is a costly project and in the context of improving the research profile of the university, it may
achieve the opposite because other areas are not as emphasized. The university's role after WW II
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must be applauded; but WW II was a unique human tragedy of immense proportion. In modern
times, the optics of close association of universities with the military and the politics of war might
hurt its reputation, at least internationally.
This would be a tremendous resource for the university. I think it would bring in quality students and
provide new potential research collaboration opportunities.
Let's focus on improving and investing in existing programs.
Requiring all funding to come from outside sources seems too difficult to not onlyh begin with but
maintain such an expensive program.
I do not feel qualified or informed enough to have a well formed opinion. I see there are some good
people on the committee and I would hope they will do a good job figuring this out. I would be
concerned if I thought the decision has already been made and all of this is just a false attempt to
building consensus, etc.
I think we should connect with Upstate in some way and make it a joint effort. I also think a
connection with Lemoyne's nursing program could make the entire concept more compelling.
With respect to research, a medical school would help to bring in research money and provide
opportunity for collaboration. With respect to student recruitment, it could help recruit students
who are veterans. With respect to faculty recruitment, if a medical school would help get Syracuse
back into the AAU, this could help recruitment and retention. With respect to campus life, I'm not
sure what impact a new medical school might have.
The campus staff--and its leadership--have not adequately thought through the impact and
requirements of serving a large cohort of veterans, especially disabled veterans.
medical schools provide opportunities for research across the board (anthropology, humanities,
information studies....) as well as the usual sciences associated with medicine.
I'm sure that a new college would create research in its area, and would obviously recruit new
students into its area. I don't think it would have any effect whatsoever on the retention of faculty
in other units, or on campus life.
The favorable impacts on research and faculty recruitment and retention would only be in certain
disciplines. Most disciplines would be unaffected.

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Medical school could add a positive marketing element to the whole SU campus and showcase our
commitment to veterans in a substantial manner plus open up opportunities for grants and research
Whether a medical college is good for student and faculty life depends on how well it is integrated
within the university and to the broader community. I'd welcome a medical college that brings
dynamic research with opportunities not just for medical students but also for undergraduates. A
medical college that takes resources from existing departments would be drain on the entire
university and harm faculty retention.
I'm skeptical that the initiative would not draw resources from existing programs, so could very
likely have unfavorable impacts on more central missions of the university.
It does not seem possible to assume no resources would have to be moved. If nothing else
administration would have to focus on this new school.
The "necessary condition" implies a very optimistic set of assumptions, and requires an
implementation plan in which much could go wrong. From what I have read the whole idea rests on
the VA's willingness to support a large cohort of medical school students each year. Congress seems
to have only love for the military, but in this era of tight budgets and entrenched unwillingness to
increase spending much of anywhere, the assumption of VA support over the long haul may be
untenable. On the other hand, if the creation of a med school can be achieved, there could be very
large payoffs to the University and to existing faculty (in terms of new collaborative and research
possiblities) and could raise the University's standing a lot.
I am concerned that establishment of a medical school at SU will draw resources away from the rest
of the university. While your statement above explicitly says that resources will NOT be drawn away
from other units, it's extremely difficult to imagine how this can be implemented. I'm also
concerned that it will be difficult to recruit faculty and students to a brand new medical school,
especially one with such a limited mission.
IT would draw a particularly focussed type of student and faculty who are interested in the ways to
help solve the veteran health crisis, if that is the goal then it is an admirable one; if this is just an
attempt to gather VA and other veteran money away without concrete ways to improve Veterans
care then it is a terrible idea
In my 25 years of experience at SU, adding another professional school would not necessarily
translate to a favorable impact on faculty retention or campus life. Our professional schools often
operate as separate, isolated entities with relatively little interaction with the rest of campus. I can
see benefits as far as research and, perhaps, student recruitment, but I'm not convinced of the rest.
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Research- It is apparent that addition of a school/college such as this would grow the number of
researchers on campus in the areas of biomedicine and health care. I see growth in this particular
focused way as likely unfavorable for the following reason: those researchers added will nearly all
be of very mediocre quality at best. Why? Although it may be fiscally a net positive move to begin a
college of medicine, creating one that has excellent faculty does not require the same level of
resources as making one that is fiscally not a net loss. Simply being niche is not enough to have
excellence in areas as broad as biomedicine. Few quality faculty members will wish to become
associated with a newly made medical school without a standing reputation to help support them
for critical peer evaluation of infrastructure on their grants either physical or intellectual. So the
environment if niche will be modest and this will impair success of faculty in general success of
obtaining grant funding broadly. Perhaps this can be compensated if a focus is made narrowly on
issues especially relevant or restricted to veterans, however biomedicine and health care are broad
fields and answers dont stratify this way. Im sorry, but as an example research on TBIs is done all
over the country and it will take an outsized set of resources to cause funding to flow in significant
amounts to investigators here relative to established medical schools across the country. Moreover,
since it will be a new school with an uproven record there will be a reliance of recruitment of
students who are incentivized to attend despite this either monetarily because of free tuition, but
more likely due also to their inability to be admitted to other programs in medicine that train
broadly in a manner useful to their having a broad career potential as a physician. Such students are
not likely to help drive an excellence in research indeed they will be an impediment to it. A school
(another school?) with modest or mediocre scholarship in not what the University needs. If it is to be
so uniquely self defined as one-of-a kind, then one can wear a self created label of excellence since it
is comparable to nothing else. Student recruitment I spoke to this above at the level of candidate
students for that school. The same would apply to a graduate program that might accompany it. I
simply dont see the University as fiscally willing to attract the critical number of star research
faculty to mount this endeavor. The number is above 50, easily, and probably above 100 to create a
critical infrastructure and this translates to resources in an ongoing manner in a way not currently
being discussed as part of this model. Again, as a new institution why would a graduate student
come to such a program when they could attend an established one? Those that will attend will
largely be students of lesser quality who could not be admitted elsewhere and this will not lead to
research teams that are highly competent, competitive or able to drive excellence of a
program/school/college. If the idea is to attract undergraduates who are potentially premeds
through this, I dont see that such a feature will matter especially to our best students it might if
they are nave and when they make the decision of attending as high school students, but most of
the best will seek to attend the very best medical program they can and leave. In most disciplines it
is considered not optimal to undertake your undergraduate and graduate/professional training in
the same place unless there is some issue out of your control to manage this. I cant see this option
retaining our best premedical students I see it retaining our students who are not competitive
elsewhere for admission or who wish to do this for monetary reasons. Neither of these are
conducive to excellence in the proposed colleges admitted pool or in any research endeavors in
which they are involved (as compared to better peers at more traditional biomedical research
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programs in medical schools). Faculty Recruitment and Retention This endeavor is likely to draw
on existing resources that are needed to cultivate excellence in other existing schools and colleges
on campus. The claim is that it can be made self-standing and of no cost to other existing SU units.
We can focus on one issue to think about this Development. The proposed College of Medicine
would have its own College level Development group, clearly. Perhaps it would, through its RCM tax
to Central, receive appropriate and equal attention from Central to assist in its Development efforts.
This assumes that the Central Administration adds resources supported by their RCM tax to pay for
this service in this regard. If they do not add resources and employ the same personnel to do more,
it will be, by definition, a net cost on the other schools and colleges. There will also be a cost of
institutional diverted attention in the departure of excellent faculty from other schools and colleges,
unless investment in them is appropriately increased to facilitate retention of our best faculty. I
dont think we are growing the number of named professorships at rates necessary to really
promote retention well as it is. Knowing the institution and the manner that priorities are often
shifted, I am concerned about a dilution of focus at a time we are all trying to become more
competitive across the board. Finally, the analysis to date has been asking the question as assuming
the college could be resourced from external sources what if can now but in 10 years proves not
to be in the black due to a change in availability of some of the funds associated with the external
sources. Are we prepared to terminate the endeavor? Or will it be supported to give it a chance to
realize its potential which would, again, by definition, be a cost to our existing schools and
colleges. Campus Life I recognize that wholesome, valuable activities on campus are important
and that supporting veterans causes readily fits this. There are other ways that will resonate with
and incorporate our undergraduates better. Clubs and other RSOs can be encouraged in this
direction if our concern is Campus Life.
I cannot possibly provide a serious answer to a question that pretends that this would not draw
resources from existing programs. By the mere existence of this survey, and the time necessary to
devote to this issue in terms of upper management resources at S.U., this proposal is already costing
the University significant resources.
Students may be dubious of the appeal of a new medical school at a university that couldn't even
sustain a school of nursing.
It is a real waste of time & energy. The focus should be on improving what we are already doing, not
trying to build a new school.
Bad assumption. The college of medicine is already costing resources (think of all the time
outstanding faculty and staff are already spending)We already have a very good Med school. in
Syracuse. if this really is a good idea partner with them don't start from scratch. Except for faculty
directly involved this will hurt recruitmenr

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Great idea for all of the above


It not possible to externally resource such an undertaking therefore resources for existing programs,
schools and colleges will be cut.
see comments below.
Without a medocal school the sciences are limited in their grant. This is a good fit.
Student recruitment would generally benefit from a medical school, but in this case (1) we already
have a medical school a block away, so not sure how this provides more opportunities than already
exist, and (2) it sounds like you need to sign up for military service in order to enroll, so it would be a
narrow target audience.
there are only so many hospitals and Upstate is the largest one
The assumption that establishing a medical school will be revenue neutral seems optimistic at best
and, at worst could be severely detrimental to the university if and when it proves to be incorrect.
Without the assumption that this college would be self-sustaining and would not draw on the
resources of the existing programs at SU, I would have been completely negative about this.
We should be partnering with Upstate medical and not building a new institution from scratch
I do not believe that the premise of the question posed is realistic, as the financial draw of creating a
medical school on campus is significant.
Expanding research opportunities in alignment with national needs will attract faculty to come and
stay; likewise students whether enrolled in the Medical school to serve veterans needs or in other
programs will appreciate being part of a forward-thinking, and better-resourced, institution. Campus
life would be largely unchanged I imigine.
SU should strengthen the College of Arts & Sciences, not the professional schools.
I have worked with hang homeless men and people living in poverty over the years - mostly through
art and entrepreneurship projects. Many or most have been veterans. I think this serves an
important and compelling need. Not sure why it is restricted to a College of Medicine but I am sure
that will become clear.
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Unfavorable on campus life because medical schools tend to suck resources, even if only
administrative effort and attention.
I really don't even see why it is being put forward as a viable option. There currently IS a medical
school in Syracuse.
The text above contains untested assumptions. The documents provided give only facilities costs not recurring faculty-salary or other personnel costs.
I think a medical school could have tremendous research benefits for the University if it is able to
recruit top faculty from around the country.
I'm a little worried about crowding around the campus, but otherwise would think the campus life
change favorable.
The documents provided are not clear about the number of students expected to enroll at the
school, where they would come from, and the number of faculty and staff required to support them.
More below.
These are really unknowable. First, will the medical school place a greater emphasis on research or
training? Until the school is established and starts hiring, it's difficult to say. For student and faculty
recruitment, it depends on whether you mean for the medical school or the whole university. Also,
whether a college an be resourced from external sources depends on how you measure "resources".
Does it include the time that the Chancellor and others spend raising money? Does it include the
administrative support needed? Interest on the cost of a building?
A medical school always helps a University rise in the ranking because they generally bring in
substantial research funding.
There's no doubt that adding a medical school would increase funding, research, and recrutiment. It
would put us on a different par.
It does not seem plausible that such a college could be funded entirely from external sources during
the startup phase.
The mobile app does not allow choices to be made above.The potential impact is favorable for all
areas.

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If there is to be limited or no drawing on existing resources, it seems that for the items above, it will
only increase congestion on the hill.
It's just a guess, but I don't see expanding to include a medical school to be a zero-sum situation in
terms of monetary resources, under the conditions stated.
Having read the available documents on this topic and considered its prospects in the context of SU
and Syracuse NY, I think it would take SU in an undesirable direction. The intention seems to be to
tap into VA and other sources of funding to build professional programs. These programs would
leverage their research impact through collaboration with existing programs and departments.
That's a growth strategy, but the strategy takes SU in the direction of more professional programs. Is
tha where we want to go? The intellectual content of these programs is questionable. The quality of
students they attract is not inspiring. The influence they have on the institution is dispiriting. SU
should be headed toward academic excellence, not trying to work around it.
I am in favor of exploring the medical school idea in a serious fashion. The NVRC piece is not clearly
articulated in relation to the medical school idea. I dont oppose that idea. I just want to better
understand its relationship to the medical school idea. I would like to get a sense of what other
area medical educators think about this proposal/SUNY Upstate, for instance.
While this is certainly the type of project SU should be developing, there are other issues we should
address first. Please see below.
The addition of an SU Medical School, particularly under the proposed service model that medical
students' education would be fully funded with an associated commitment /obligation of years of
service to veterans is a creative model that follows models in other health care related domains in
which there is a shortage of providers. For example, NYC offers such funding for graduate students in
speech-language pathology (SLP) with a required 2-3 year commitment of service in the NYC public
school system, which has a critical shortage of SLPs. This model would attract medical students of
outstanding caliber because the savings in education/loan costs to the student are tremendous.
Having a program with outstanding students that is a unique and creative model will in turn help us
attract top level faculty, a win-win situation for enhancing the reputation of SU. Furthermore, there
are many disciplines/departments in SU such as Communication Sciences & Disorders, Psychology,
Exercise Science, our Neurosciences program, hard sciences such as Biology, etc. in which there are
researchers like myself who depend on collaborative interaction with medical professionals. SUNY
Upstate has been our only feasible domain for this collaboration. The addition of an SU medical
school would enhance collaborative opportunities across a wide number of departments. This in
turn would enhance the SU academic reputation, competitiveness and success with external
funding, and help SU attract the best faculty possible.
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SU needs to be strengthening its existing resources, which are currently in dismal shape thanks to
the voluntary retirement program and a paucity of new faculty lines, before launching a college of
medicine. We have an abysmal infrastructure for incoming foreign students who now constitute a
substantial part of the student population. We have no university cultural center or art museum
(unlike most private universities of the same size), which says a lot about the lack of investment in
enhancing cultural engagement, serious global research, and fostering human relations on this
campus. There is already a teaching hospital in Syracuse. Given all the things we need (and will never
get, it seems), the potential impact of launching a college of medicine at SU seems more a matter of
leaving behind a personal legacy than improving the overall landscape of the university. Very
disappointing.
Medical schools absorb massive resources of which money is only one. They absorb tremendous
amounts of attention from the highest levels of administration. The best research opportunities for
our students is in their own departments. Our premed students already have good research
opportunities at Upstate and elsewhere. In most departments across the spectrum of fields at SU,
adding a medical school would make recruiting harder because it would make the other disciplines
less central in the unending competition for time attention space visibility and also money within
the university
see below
Syracuse needs to focus on improving its strengths, rather than starting new projects.
Research space and funding could be beneficial but I think that such funding and space should be
allocated to existing Colleges and Departments.
I chose neutral because "don't know" was not offered. Without specifics, it is hard to answer these
kinds of questions.
Research funding, both for medical schools and veteran programs, is more readily available. The
possibility for SU to raise its research profile seems strong. The chances for collaboration with
existing units is also strong, and this can contribute to faculty recruitment and retention.. Regarding
student recruitment, having a medical school could at least improve recruitment for post-bac
programs, such as the MS in Biomedical Forensic Sciences - presuming the medical school is able and
willing to make formal connections with such programs.
I dont know much about it. I can just talk about my personal situation. we dont have good
classrooms, we teach all over the campus. I dont have a stable contract and benefits after 15 years
of working for the University.
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How is it possible for a major initiative like a new med school to not draw resources from existing
programs? Look how much time of the administration, faculty, trustees, etc., is already being
devoted to this idea?
"Given that assumption - in other words, assuming that the college could be resourced from external
sources..." We always teach our students "NEVER assume." How then is the University going
forward with "assumption" as the primary funding and planning strategy? This proposed idea is
going to suck the life out of Syracuse University and everything else it does. It will come at the cost
of all else.
Definite plus for research and might help attract more vets as students and others for pre-med major
if develope ties with now med school.
Not needed
Where will this College be situated? I might have missed this detail.
The basic assumption is flawed, given our current budget constraints.
I don't have a clue about the above.
I do not believe that, despite other potential merits, that a college of medicine would bring in
students and faculty into other schools or significantly affect campus life, as it would be intended for
postgraduate students. It may provide another partner for research by faculty across campus, but
these faculty already have opportunities with other medical facilities and schools.
Launching a college of medicine is a massive taks, and even if the resources were entirely
incremental and did not take away from curfrent programs - the focus of much of the leadershp
would be diluted from Syarucuse University
I believe strongly that this idea should be seriously considered and implemented if feasible.
Med schools will likely improve our research profile. If too expensive could actually dra down other
non-med school student recruitment and faculty retention issues. Since most med school students
are older their impact on student life will be minimal. They go home at night to study and/or have
some precious time with their families.
The narrowness of the proposal (medical school focusing on veteran's issues) seems like an odd fit
for SU. I see every university and college going after military dollars, but how does this medical
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school build on exisiting strengths? how is it connected to our strategic plan? how does it connect
with the VA Hospital and SUNY upstate?
This project may add additional value to the SU education ecosystem. In my opinion, the current
relationships of SU with Upstate Medical school and Veteran's Hospital are underutilized from a
research synergies point of view. The current need, as I view it, is the establishment of a veterinary
(animal husbandry) school. The benefit of having such a school could be two fold: (A) The
engineering school working on healthcare applications will greatly benefit to have access to such as
a school, and will also increase the probability of NIH funding as successful NIH proposal rely on preclinical animal data. (B) Since central NY is a largely agricultural community, presence of such a
school would benefit the local community by infusing it with the required talent.
I have responded to the Likert style questions based on the assumptions given. However, I am not
comfortable with the assumption that the medical college at SU would be self-sustaining and that it
would not draw from existing programs.
would favor student recruitmkent once an established body of instructors/ faculty are assimilated
into this new department
Maybe this is covered in a later question but it seems there are many other considerations involved
in addition to these self-absorbed ones. We have already alienated vital community partners with
the premature announcement of this endeavor. SU needs to be a better collaborator if it wants to
collaborate.
If faculty currently at SU had to add to their teaching loads to teach in this med school it could
negatively impact a faculty members choice to come to SU or stay here.
Faculty recruitment and retention is complex and could be affected in a myriad of different ways
depends on exactly what happens and how.
Medical schools do add to the potential of "big science" efforts in a number of areas, which could be
a benefit to campus. I answered neutral on the other three areas because the effects really depend
on how the process is done and how thoroughly the new College is embraced. Medical schools, like
law schools, are usually enclaves unto themselves on campus -- and with the already external
mission of the proposed MC, the possibility of alienation from some of the existing scholars and
scholarship on campus is there.

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I don't really know the answers to the questions above but I would assume that it would help both
research and teaching if we leverage the already large healthcare research and instruction
community in CNY
As I understand it, the strategic direction of the university is to become a highly regarded institution
for student teaching and for research. This goal, with two dimensions, is extremely challenging in
itself. Establishing a college of medicine in my opinion must be a serious challenge. Even if the focus
is on veterans' issues, the competition must be very strong. It will require the diversion of some
internal resources from the primary strategic goal no matter how much external support exists.
adult student could be good role models
It is impossible for me to imagine a model that would be self-sustaining in the long term. It seems
extremely optimistic.
I see some possiblity resarch funding will be increased flowing into SU overall for this medical
reasearch that may result.
Frankly, at a time when the university is facing a substantial debt burden and a comprehensive costcutting program to reduce the size of the university, I cannot see how building a brand new medical
school, which will cost between $60-80 million according the TU study will not by necessity draw
resources from elsewhere in the University. While the increased revenue projections cited by TU are
impressive, they also realistically include a calculation of 50% internal investment. The school may
become self-sustaining in the long term but I don't think it is realistic to assume that it can be
founded solely on external funds.
You're making some pretty big assumptions here. And you know what they say about what happens
when you assume. :) Seriously, I don't see a way that this WOULDN'T take money away from the
college. That's a concern.
that's a big assumption to start the poll with.
I see all these areas as interactive. This is a win-win for the University and our students. We have
the opportunity of creating a unique program here.
Starting a new College of Medicine at SU would impinge on existing strengths and colleges. We
already share a campus with a Medical School. It seems absurd to build another one from scratch.
So many resources and infrastrtucture will need to be duplicated. I also do NOT believe that opening
a new medical school will raise the profile of SU -- it waters down our core strengths and will
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inevitably stretch existing departments. The antagonism between Maxwell and A&S should serve as
an example for this.
Veteran Affairs is already in charge of this crucial and delicate aspect of the lives of our veterans
I feel that the association of SU with a medical school would be a boon for the university. The
connection with veterans is a natural because or our past histry with the GI Bill etal., and the
location of the IVMF. The past history of our Nursing School also carries weight regarding our past
strong connection with the medical community. Finally, our ability for multidisciplinary work is a
positive regarding this potential.
Challenge: Small window of opportunity to start a medical school and take advantage of existing
funding for veterans and medical research -Why SU and not SUNY?
Opportunity: Build on the relationship with Upstate and Crouse to establish the Integrative Medicine
Center in the Northeast. Change the question from why SU and not SUNY? to how can we do SU
and SUNY?
If a student was to start in medical school in the Fall of 2016, it would take 7 years before he/she
would have completed his/her education and residency. It is not clear how long it would take to
establish a school, recruit faculty, build labs, etc. Would SU have missed the window of opportunity
to take advantage of the existing funding for veterans and medical research during that time frame?
SU has developed a relationship with Upstates Dr. Nanavati though the Lerner Center, the
TEDCenter, and now Falk College. Dr. Nanavati is working with Upstate to establish Syracuse as the
center of integrative medicine in the NorthEast. Starting in the Fall of 2016 all medical students
going through Upstate will have integrative medicine as part of their coursework throughout their
program.
Can SU take advantage of this relationship and the programs/research we have already on campus
to begin immediately doing work in integrative medicine. While the School of Medicine is being
established we would already be doing the research and education in integrative medicine adding to
that body of knowledge.
Challenge: Veterans with disabilities
Opportunity: Burton Blatt Institutes capabilities -We could build on the research and funding
capability of BBI

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InclusiveU model
For disabled veterans who may want to take advantage of education at a Veteran-focused School of
Medicine, UC has a model for supporting disabled students to successfully navigate the university
system. Depending upon their disability these medical students choose an alternative career
pathway to take advantage of the many opportunities in the medical eco-system where they could
have a positive impact, for example supporting tele-medicine for veterans in rural areas who have
limited access to VA facilities.
Challenge: Ability to share findings to improve existing programs/services/education
Opportunity: University College and TEDCenter
As research and new techniques are developed through the Veteran-focused School of Medicine, UC
and the TEDCenter already have the systems in place to support
- reaching out to the community,
- offering professional development presentations/training programs to share new information
and build skill, and
- maintaining non-credit transcripts for those requiring education credits to retain their license or
credential (eg. CEUs, CMEs)
Challenge: Need all medical staff to understand needs of veterans
Opportunity: Develop apprenticeship programs for Home Health Aides/CAN/LPN/RN to build the
medical eco-system and address career and education pathways
As we increase the number of doctors who understand the needs of veterans, it is key to build the
Veteran-focused skill set throughout the entire medical eco-system. Thus, the impact and research
findings of an SU Veteran-focused School of Medicine may help to support existing education
programs in a variety of areas at community colleges or other schools in the region.
The need to enhance the medical eco-system may also provide the opportunity to develop an
apprenticeship program for nursing. An apprenticeship may provide an opportunity for someone
facing income, education, transportation, and child care barriers to progress up the career ladder
from Home Health Aide to CNA to LPN to RN.

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Question 3: What other issues or factors should be considered?

How will a medical school improve the quality of education for undergraduates not in the life sciences? /
How will we fund a medical school that will cost billions to build and to maintain, given that we do not
have the donors to do it and the Veterans Administration is, itself, crying poverty? / How will we cultivate
donors if they would now have an option of a medical school? / Why is medical care for veterans any
different from medical care for all people? How is is this some sort of speciality with special research
needs? / How much of the overhead from research contracts would go to the rest of the university's
operation, not the medical school? / If more doctors are needed, why not just expand the student pool at
all the existing medical schools? / Why pick a fight with Upstate? How is this being a good neighbor? / We
would be the smallest metro area in the nation with two medical schools. How well would that work?
Why? / Is the head of the VA locally in favor of this? If not, why not? If so, why has he not spoken out in
favor of it? /
Cons: Competition from other medical schools in the vicinity, resources required versus revenue generated
may be small for several years in the near future / Pros: Greater possible research opportunities and
collaborations
how will faculty and institutional governance be reconciled between a private, nonprofit higher education
university and a 'public' medical college? In the materials, provided as part of this survey, the following
language is used: " If created, the proposed College of Medicine would be the first public-sector college of
medicine of its kind in the nation, organized around a post-degree servicemodel concept, and supporting
a pipeline of doctors to under-served populations/institutions." / / Also, how can faculty in departments
that may not benefit directly from the Medical College be assured that resources will not be displaced from
their and/or other campus activities in favor of the Medical College?
Infrastructure: physical space (new) is likely needed for administrative, faculty offices, research space
(laboratory) and teaching (laboratory).
Whether it is possible to have Sufficient resources ready and in place when needed. This includes faculty,
which may be the most difficult resource. Having a hospital in place should make it easier to do. It should
also provide an excellent place for students to learn.
Syracuse University, along with a number of other Methodist-founded institutions (Vanderbilt, Western
Reserve, Boston, et al.), suffered in earlier years because their medical schools' demand for resources kept
them from reaching the top ranks of U. S. universities. I do not see how founding a new medical school can
avoid the same fate.

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connections to upstate,need for another medical school in Syracuse. COLLABORATION not building at great
expense.
Not sure
It is very appealing if the medical school can be self-sustained from the beginning, but careful consideration
should be given to see if it is really possible. The fact that it is a veteran centered medical school is probably
because it is easier to get donors and/or state funding to build. However, if a national plan is offered (as
mentioned during the debate of GOP presidential candidates recently) in the future that veterans can see
any doctor like other people and get reimbursed, the need for such a medical school maybe drastically
reduced if not diminished. I definitely prefer to have a close connection with a medical school, but I think
we can benefit a lot more from a general medical school rather than a niche based medical school.
The patient base in the city will not support a second medical school.
It is impossible to assess the impact without knowledge of the costs and sources of revenue. There has
been little or no information on budget and it looks like no one from the budget office is on this committee.
You should consider faculty and staff morale, which are the LOWEST I've seen in over 14 years here. How
can things get so stressful and topsy-turvy so quickly?. Fiscally, how is this sound? There is simply NO way
that gearing up structurally, pedagogically, and more could be cost-neutral to current existing
colleges/schools/units. / Are we over-emphasizing Veterans as a demographic to baldly chase down
DOD/Federal dollars--and does this speak well to our values and does this singular focus risk narrowing
SU's breadth and vision too much? I fear putting significant resources into this goal could negatively
impact recruitment of traditional-age residential undergraduates (our core student base) and is going to
impact our curriculum and campus life. Focusing on veterans as a core constituency of our overall mission
and demographics is one thing: having it be a signature of the university and drive much of what we do is
not something the chancellor has LED us on via meaningful leadership or engagement. / Are we going to
support and invest in only elite (white male) vets? So much of the visible leadership on vets at SU seems
pretty elite, white, and male, to be frank: are there queer, minority, women, working-class vets and
initiatives? How do we plan to support and serve the fullest range of students, including the widest range
of vets, since the current climate on campus seems to have turned away from supporting and nurturing
disenfranchised populations? / I don't understand SU seems unwilling to collaborate with SUNY Upstate
and VA here and add to existing doctor training programs and be stronger with a coalition between public
and private: it doesn't speak well for us to shun partnerships when the greater community expects more
positive approaches from us. / We seem to be in a split-consciousness fiscal spree in terms of paying for
consultants combined with a fiscal spiral cutting costs and staff: this latest idea seem pie in the sky and also
almost offensive given how many areas are in dire need across SU. For instance, surely we are not expected
to believe that this VSIP effort to eradicate staff lines, many of which will not be replaced and are leaving
whole units and schools in a total tailspin and nearly inoperable, will somehow translate into gearing up to
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build spaces, curriculum, research facilities, labs, and faculty lines and teaching spaces for a medical
school? I doubt that these VSIP cuts shall even pay for consultants (ANOTHER FIRM) hired this past
summer to study this? / Why is there a committee with only 4 weeks to study this? How come so many
faculty who served tirelessly on various planning committees for the chancellor last year NEVER heard of
this medical school plan, even though the narrative now on the website makes it seem that this has been
transparent from the start? / We were unable to support a NURSING school, despite the shortage of
nurses nationwide and the strong reputation of that school: how are we going to support a MEDICAL
school--and if this trend focused on Veterans in Federal dollars dries up, then what? How will we
support/sustain it? / The idea in the fact sheet that lots of tuition dollars are available for vets and this is
something SU needs to tap into, given our fiscal state, fine: BUT, what does that have to do with graduate
training/tuition and specifically medical training? / How much money is going into looking into this idea?
How much have we already paid BAIN, SASAKI, and more? Do those millions paid out equal our fiscal
shortfall? Proclaiming it must "sustain itself" in the medical school mandate doesn't make it so: just like
claiming a new travel policy will ostensibly save money and time (whose time?), doesn't make it so. /
Nobody believes this will be cost-neutral, particularly as new faculty lines are being denied and staff
replacements denied as well, and HR is an embarrassing backlog of frozen hires that leaves a very poor
public perception of this institution.
We will need to be the best program of this kind; not a second rate SU project.
How these plans impact the diversity profile of students. Impact on international student recruitment. Do
you envision international students being a good cultural fit with U. S. Veterans?
Costs of exploring this possibility and development costs should not be paid in any manner that reduces
current resources devoted to tuition paying students. Expanded class sizes to save resources would be a
mistake as it would begin to diminish the SU product further in pursuit of advancement.
Cost
There are already at least 3 other institutions of research for medicine in Syracuse--SUNY Upstate Medical
University, which is the best around, and receives state funding, should NOT be competition. Also, there is
St. Josephs, Crouse Hospital, the VA, as well as LeMoyne College. Why in the world would SU need a
medical school?
The VA Medical School is a creative idea with a focus much needed for the millions of veterans currently
not receiving the care they need due to limited resourses within the system. Will there also be
collaboration with other health/mentl health related schools within the University. The most recent
research shows that you cannot impact someones health without impacting their mental health as well.
The Syracuse VA, Vision 2 system, has approximately 100 social workers working within the Medical
Center, the Behavioral Health Center, the National Suicide Call Center, Long Term Care and more. Most of
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the VA Social Workers in Vison 2 are SU School of Social Work graduates. The department of Marriage And
Family Therapy has a Trauma Center, Public Health has multiple programs that have direct impact on
services provided by the VA system. A Nursing School should also be considered for the future. The SU
Nursing School's closure was poorly thought though and in my opinion should never have occured. It stands
to reason that creating a VA focused nursing school might be a next step. While the focus on recruiting
students for the VA Medical School will be at the graduate level, I believe SU's Emrollment Management
should take advantage of promoting opportunities for UG students as well so that you are building a
pipeline to you Medical School.
I would just like to voice concern that the assumption stated as the basis for feedback is a major, major
assumption. I think that, if achieved, a health College of Medicine could be transformative for the
University. Engineering and Computer Science, my college, could contribute to and benefit from such a
college, as Engineering and Computer science Colleges often drive research advances in collaboration with
schools of medicine. The potential synergy is fantastic. But, a less than healthy college of medicine could be
a huge drag on the entire university.
Upstate med has been plagued with scandals the last 10 years. I believe that it is losing credibility. SU
could give Syracuse a credible med school.
The ongoing presence and impact of the veteran and those close to them (family, friends etc) society within
our society, and the special consideration and needs that accompany them across their lifetime and
generation. Those serving in the military are affected by their experience to varying degrees, however, all
are impacted in some way. An all encompassing model for meeting the needs of service persons and their
families and close others is necessary, which the committee has already experience with and does not
deny. Expanding the reach is what I propose from seeing the plan and activity to date. A school that has a
focus of meeting the medical, psychological and social needs of service people is a necessity. To expand and
involve research into the special needs of service men and women to feed into treatment and support
programs is critical and part of the holistic, encompassing, activity. Treatment and support for service
persons is nuanced enough to create this need for specialization and change in scope to look at it as
involving longer range of time, across these peoples lives and their families, a broader scope to social
impacts, recreation, empowerment, participation and engagement across their lives. It is more than having
a specialty in medical service to service persons, but in providing that part supported by research in to
needs, gaps and issues to go with it, and in support services, education, training, therapy, counseling,
outreach, follow-up long term, involvement and contact in an ongoing way.
I would hope that the program is developed primarily to teach future medical practioners rather than
produce medical research.
It seems like it would take a long time for the medical school to be in a position to be self-sustaining and so
that it would not take focus, time, energy, and resources of the upper administration from the needs of the
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rest of campus. If the central university was running smoothly and well, it might be something to consider.
But given that it is not, to begin a project of this magnitude while the central university is floundering
seems like a risky strategy -- and one that suggests that fixing the existing programs and campus are
somehow less worthy of the upper administration's attention. / Moreover, given that there is already a
medical school in Syracuse, has there been adequate study to determine whether such a small and
geographically limited community can sustain a second medical school?
1. Much of SU can use some work (classrooms, technology, labs, physical spaces, campus rec, dorms etc).
For example, our academic unit is housed in an old building and cannot support our current research (4
faculty) and teaching needs (300 students). Would be nice to put $$$ into fixing the SU foundation before
adding on a luxury pent house suite. / 2. Not sure how attractive a 2-year med program will be to students
(i.e. years 1-2 at SU and then exported for clinical rotations in years 3-4 since no CNY infrastructure to
support clerkships) but still a very nice idea and one I will support 100%. / 3. Niche med schools have
been struggling nationally (e.g. UIUC engineering med school). They are hard to float as self-sustaining
units. / 4. Would take a page out of the Pitt play book and start a "Warrior Research Center" along with
the CoM. This would enhance our ability to serve the physical health needs of our current active service
men/women (Ft. Drum) and regional vets to complement what we're currently doing for mental, social,
financial needs. Such a center would also enhance research visibility and help attract research faculty (if
new lab spaces are built).
/ 5. Clinical research will be difficult to do without an affiliated hospital.
Since Upstate is not supportive, will new SU clinical faculty have appointments at other nearby hospitals.
This will be important not only for research purposes but also to ensure clinical faculty can continue to
practice medicine in order to keep clinical credentials.
I like the idea of the university trying some risky bets, and I think this certainly qualifies as one. Yet, the
university is already immensely complex and generally bad at setting priorities. We must decide to let go of
something(s) before taking on new complexities.
The current lack of facilities and infrastructure. For example, parking, as mundane as the topic might
appear, could be a major problem. The location of the college should be disclosed now before proceeding,
in my opinion.
Perhaps considering the current research focus of faculty members in different departments and
determining how they can contribute to a niche med school would develop a more synergistic and
embedded med school here. Faculty members in psychology, biology, computer science, chemistry,
electrical/mechanical/civil engineering, mathematics, statistics, and in Maxwell can all help with an
interdisciplinary school of medicine here. / / The best example I can think of is the Center for
Computational Medicine and Bioinformatics (CCMB) at University of Michigan which / is a campus-wide
interdisciplinary center with more than 100 affiliated faculty members from mathematics, computer
science, and statistics complemented by faculty with biological and biomedical expertise.

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Please look at NIH funding rates if NIH funding is supposed to be a primary driver of funding. Alumni
donations perhaps would be more secure.
The proximity of Upstate medical and the need for residencies will be prohibitive. There are too few
resident positions currently, adding a new college would only exacerabate this problem.
My colleagues who work for the VA think this is a terrible idea. They don't think we will be able to recruit
high-quality students or faculty for our programs and that it will be a drain on resources, despite
assurances to the contrary. One friend at SUNY Upstate put it this way: "Running a medical school is hugely
expensive. The institution always loses money." I understand that SU wants to chase federal dollars and up
the institution's research ranking, but there has to be a better way of doing this than opening a new
College that very few (outside of Veteran's Affairs) wants.
We already have a medical school in town. Do we need two? Couldn't this be a branch of SUNY Upstate?
Seems odd to have a stand alone medical school for this. I would hope that we would have fewer and
fewer Vets in need of specialized services. It's possible (hopeful) there would be no long term market for
such a school.
What are the anticipated links or relationships with the existing graduate programs in affiliated health
professions? If funds could also support their tuition (in the service model), it could increase graduate
master's recruitment in public health, SW, speech, etc.
The amount of time (human resources) that are being invested into this proposal (let alone actually doing
it). This is time/ energy we could spend looking into other ways to make SU unique and attractive (like
academics).
Recent research indicates that support of veterans especially those who are effected by conditions such as
PTSD would greatly benefit from access to broad therapeutic strategies. The university already has
expertise in 'talking therapies' and arts based therapies such as music therapy and drama therapy. I would
encourage the committee to include this sort of activity in the proposal as could provide a significant link to
the rest of the university promoting extended ownership and benefit.
We need to get our own house in order before we build a new one. Even if it is feasible, Kent should
consider pushing the decision on the medical school off for a few year, so he can finish the good work he
has started to clean up Nancy's "toxicities."
Our university should focus on recruiting and retaining faculty to staff our existing programs, and ensure
the quality delivery of existing curriculum, rather than chasing money for a new school

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Sub-speciality interest typically develops over time, often in residency. For example, if I wanted to be a
pediatrician, I may find out I do not enjoy this aspect of medicine as much as I enjoy family medicine
[during my rotations]. What choices will students have if they do not feel a "fit" with a specified medical
school?
There should be explicit consideration of whether an advisory committee facing such a tight deadline
(10/5) is really capable of supplying meaningful analysis and advice. / / Time frame must be considered. If
we cannot be assured that a veteran-specific medical school would be self-sustaining over the long haul,
then we could become the owners of a white elephant.
It makes NO sense to create a new school instead of creating synergistic partnerships with SUNY Upstate
and other programs nearby.
Potential connections with and implications for other academic programs and centers. How will other
academic units on campus be involved in the College of Medicine? Will interdisciplinary training and
research be encouraged?
The faculty advisory council should in no way assume that the administration is omnipotent in determining
whether the concept of medical school will be self sustaining. In fact, I would argue there is no way that
anyone can say for sure that such a project would be self sustaining. Money from the state of New York or
the Department of Defense could be re-allocated due to external factors. It is important to try to evaluate
the probabilty that the initiative can be self-sustaining, but also to assess the risks if it turns out not to be.
Worst case scenarios must be considered and planned for and I think the faculty council should seek
assurances from the administration that the riskas have been considered carefully! / / As a faculty
member, my assesment of two recent initiatives by the administration do not make me conifident in the
administration's ability to ask tough questions, be detailed oriented, or consider all of the implications for
all stake holders fully. One was the change to the mental heath policy, which caused acrimony among
students and was eventually revised. The second is the new travel policy which has added an intrusive
layer of buerocracy into my ability to continue my research, with, as far as I can tell, little consideration for
how travel is important in my field. Moreover, the need for the new travel policy has not been adequately
explained or justified to faculty, and I know some of my colleagues are still not fully aware of many of the
changes relevant to them!
Please address mental health provision and providing a holistic perspective regarding the development of a
college of medicine
Funding for the new school has to be lined up in advance. We have seen how the law school was funded
mostly with virtual money and SU as a whole has to pick up the tap now. I am concerned that the

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University as a whole will be burdened with paying for a new building, creating lines, cutting budgets again
to invest in a high-risk endeavor.
I know this is outside the scope of this questionnaire, but could SU just purchase Upstate Medical School
from SUNY since it is a distressed state asset? Essentially buying it back?
Speed. Let's move on this.
The impact an increased focus on STEM disciplines would have on the overall cultural life of the university.
Maintaining this richness takes all of us - both the sciences and the humanities. Would the humanities be
left behind in terms of funding, infrastructure, opportunities?
The competing medical school at Upstate
The narrow focus is concerning.
Long-term impact of Faculty research and public service in support of Veterans.
The document that outlines the context and logic for exploring the opportunities, states "There is a critical
shortage of physicians nationally (45,000 90,000 by 2025), and that shortage has particularly severely
affected our nations veterans and their families and caregivers." Apart from the fact that this statement
mixes future and present tenses, the assertion that there will be a shortage nationally by 2025 has been
presented with no references to support. While the shortage information likely came from this AAMC
report
(https://www.aamc.org/download/426260/data/physiciansupplyanddemandthrough2025keyfindings.pdf),
I can find no information that this is the sole reason or even a primary reason why at this point in time the
VA faces physician shortage. Indeed, while it makes sense to posit that a shortage would affect certain
areas and institutions disproportionately, there is plenty of evidence to suggest that the VA shortage at
present is due to systemic problems at VA facilities with respect to how physicians are compensated and
because the institutions are woefully under-resourced. / / Also, if you read the AAMC key findings, you will
note that one pressing need to alleviate the physician shortage is "an increase in federal support for
residency training. " Indeed, my physician friends on the front-line of training indicate that soon, medical
schools will be graduating students and there will not enough residency positions for which they can go to
train (S Hewett, personal communication :-)). So, if true, just graduating more medical students in any
capacity isn't going to fix the physician shortage that is postulated to be exacerbated by 2025. / / If this is
the premise the Chancellor and IVMF are working from (and I am not naive to understand that there is a
business model associated with it), then I think we as a community need to understand the scope of the
problem facing the VA (data to support would really be helpful rather than unsubstantiated statements of
fact) and whether the proposed solution sufficiently addresses the problem. This would help address a
question of sustainability of the proposal as well. / / Please understand that I do not find the idea of
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launching a college of medicine a priori unfavorable. But there are legitimate questions regarding
feasibility, resources and sustainability (as you all well know) and until those are fully fleshed out, I don't
believe any of us can comment on whether the endeavor would be good, bad or neutral for SU.
Additionally, fully understanding the scope of the problem facing the VA and determining whether this is a
reasonable solution to those problems seems paramount.
1) Impact on surrounding community: What will a college of medicine contribute to or draw away from the
broader community (City of Syracuse, current residents affected by location, indirect costs to residents,
potential benefits); / 2) Relationships with other local medical schools and health service providers,
including the VA, Upstate, Crouse, St. Joseph's: collaboration and/or competition around resources,
potential students and faculty, etc.; / 3) Impact on veteran population as research subjects, health care
consumers, potential students/faculty in med school program; / 4) Relationships with federal government,
military, and associated industries: In what ways might the creation and shaping of an externally-sourced
college of medicine centered on veterans be influenced by its funding needs and these potential sources of
funding?
This is exactly the sort of initiative that Chancellor Syverud promised would NOT happen. He said all
initiatives would arise "organically" from the schools and colleges. This one surely did not. After a year of
"planning" by hundreds of people, a weak plan was produced that had no reference to a medical school.
This is a dumb idea that will detract from research and teaching on campus.
If you are able to get the VA to fund tuition for medical students, would that student be required to do
their residency/fellowship at the VA hospitals? Will these students have less opportunities to specialize, if
they are required to do all residency/fellowships with the VA?
I believe that this ultimately might result in a joint venture with UpState Medical and the VA Hospital to
pool resources and talent and attract the best.
How does this initiative affect the research profile of the overall University.
Why is there now a sudden interest in this issue? How in the world will it help the university, which seems
to be in a free fall? All the colleges are facing staff shortages, unfilled faculty lines, and now we want to
spend more money and open a medical school? How does that make any sense?
Despite SU's legacy of support for veternans, i do not embrace the notion of bringing more students,
instrucxtors and administrators with military mind-sets to campus. As a group, I have not found them to
contribute positively to the goals widely trumpeted by the current administration.
The univerisity has many areas that are under funded and have a low level of support. Those areas have
great potential to develop but with a lack of infrastructure (space, faculty, and equipment) it is very
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difficult for them to flourish. The univeristy should focus on improving the existing programs instead of
building new ones. A new medical school would probably only take resources away from the other
programs already in place and have a low level of positive impact.
I just hope that this plan will not 'dilute' the current support to the existing programs, in particular to the
science-based programs.
The discussion of providing practicum placements is extremely important. My department has a clinical,
accredited program and we place students in the community. Finding appropriate placements is difficult
and time consuming. I hope that you have people on your advisory commmittee who are currently
involved in accredited, clinical programs that find placements for students so that you are getting realistic
information on this issue. The success of a clinical program will evolve around the diversity and quality of
the clinical experiences. The Syracuse area does not have the most up-to-date healthcare in many areas.
There are many other factors that need to be considered. / How competitive will a private medical school
be in a small community that has an established MUCH lower cost medical school? Given the competition
for medical school it may not be an issue but I think it should be considered. / I know that there has been
much media attention to this but I think an important consideration should be the impact that another
medical institution will have on an already "crowded" health care delivery market. / What are the
resources needed to start a med school? How will SU recruit physicians ,recognizing that Upstate has
experienced some challenges in this area? / Even the first two years of medical school require so much
more than basic sciences- especially with the emphasis shifting even more to clinical experiences and
problem based learning. How will SU gain experience/credibility in this area? / I think that there are even
more issues but I think that this is a start. /
The obvious issue to be considered aside from funding and facilities, is how to make this work with Upstate
medical school is such close proximity. I had advocated merging with SUNY Medical School at the time as
both SU and the SUNY Medical School would have benefited from such a merger I believed. I must say
creating a stand alone medical school was a curve I did not see coming. I would have thought a merger of
the SUNY medical school back to SU (where it originally started) would have been the easiest and most
logical solution, but apparently not. I guess I wonder why a student would attend the SU medical school
and not go straight to SUNY upstate, even if they were being funded under a government program? Or,
why couldn't SUNY Upstate take in government funded medical students to eventually work in the VA
system, if they don't currently? If SUNY Upstate does not have the capacity to enroll more medical
students then that's one thing. Creating a stand alone veterans medical school is an interesting idea but I
am now trying to understand the value proposition for the student of attending a separate medical school
to serve only in the VA system. I am still an advocate for a medical school and I have no problem
competing with another medical school for students. If you build it and you are good at what you do they
will come. I am not advocating this but I will throw out an even crazier idea...Should SU become part of the
SUNY system in which case it could be merged with the SUNY medical school and the Upstate University
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Hospital? ESF could also be included in the package. Syracuse University would then have everything.
Just a crazy thought.
I am skeptical that this can be done without drawing resources from existing programs. We will need new
buildings, facilities, staff, etc. What is the view of the VA? Does the VA support this endeavor?
Quality of education, meaning that both research and teaching faculty should be recruited/retained.
Increased traffic and political issues surrounding veterans. I think we should focus on serving vets in ways
that will be useful to them (and profitable for us) in the long term. This includes focusing on psychological
issues like PTSD and other issues that impact people over the course of their lives.
This initiative should not depend on contingent faculty at any level. Nor should its administration burden
SU financially, nor overmatch the educational and service functions which are at its heart. SU already has a
surfeit of administration, highly costly and offering little in fulfillment of the educational goals of the
university.
The biggest issues are need, cost and expertise. Is it a duplication geographically? Is it an inordinate
expense? Faculty will have higher salaries than current S.U. faculty, and administration and regulatory
costs will be high too. /
Very effective, and different teaching methods -- most medical schools teach future physicians in the same
manner they've always been taught. If we're going to do this, let's actually be a little cutting edge in how
we teach these future physicians.
There may also be potential for a very different type of curriculum or for international collaborations with
medical colleges/universities programs such as this one with Emory University School of Medicine and
Tbilisi State Medical University (TBSMU) http://www.pfid.net/ . The TBSMU curriculum was designed in
collaboration with Emory University it is a 6 year combined undergraduate graduate medical degree
program that meets requirements for the US Medical Licensure Exams (USMLE) I and II exams and prepares
graduates for a residency in the United States. Such a 6 year combined degree program has potential for
people with military experience but not a college degree.
Given that there already is a medicine school in Syracuse, I do not see the need for another college of
medicine in the area. All of this just appears to be a plot to attract federal funds to Syracuse University.
It is hard to believe that same a large undertaking could be externally funded. Though the idea of a
veterans oriented medical school sounds good, it would be an enormous project and it seems better to
focus on strengthening existing research and teaching.
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Consider recruiting strong business partners, like IBM, for example. Imagine the leverage we can get from
the use of Watson for medical diagnosis and treatment breakthroughs or the use of large-scale computing
to analyze big data sets for making medical decisions not to mention incorporating the iSchool data science
curriculum with that of the medical school to create the 21st century physician.
I think the "necessary condition" needs to be addressed broadly: resources are about more than money,
they are also about the time, attention, and commitment of senior leadership. How will the development
of a new medical school deter the focus of senior leadership from some of the SERIOUS ailments that are
affecting other sections of the university?

Disruption of relations with SUNY-Upstate: Several members of our department have established valuable
collaborations with SUNY-Upstate faculty. That said, we have found that the hospital (not the medical
school) has been either neutral, relatively uncooperative, or obstructionist in furthering these
collaborations. I say on the basis of direct knowledge, having met with several people over the years in my
role as department chair, including 2 VPs for research there. While the VPs have been interested, some
department chairs who control critical resources do not value research; therefore, for example , we have
actively discouraged faculty job candidates who do MRI work from applying here. When they do, we
ensure that they have lines of research that do not rely on imaging. / Cost: I have no idea of what a
cost/benefit analysis would look like. / Scope: Would having a medical school that is focused on
veterans' issues be too narrow in scope to attract students? Are there other medical schools that are
specialized in this way? / Clinical practicum/association with hospitals: Medical students need to have
experience with patients, therefore needing access to mentoring physicians and patients in hospital
settings. Will the hospitals in Syracuse be willing to provide that mentoring / experience?
Can it be a stand-alone school located at another place, such as how Cornell and Michgian State University
opened theirs off-main-campus.
Must consider the cost of this and how feasible it is, which I get the sense the committee is doing already. I
read the report and it all sounds good. But will this in fact draw resources from programs we have already?
Will it dilute our focus on our core missions? Also, I really hope we don't do this *and* build a new
stadium, that would be insane.
Integration with consideration to current university academic and programming strengths.
Housing. Where will these people live and how could their being here enhance the quality of life for the
community as a whole?

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The little information we have on this so far makes it difficult to say much about the plan, or the concept.
My concern out of the gate, however, is the impact on the community, some community institutions, and
on morale among current SU faculty and staff. In an era when the University is pretty clearly beginning to
draw down on its commitment to the City of Syracuse, and when it's trying to scale back on expenses,
starting a new medical school seems odd. A mixed message at best. I don't think it will help town-gown
relations, and there has already been some damage from the news so far. I have not heard anyone in the
community--from local officials and company executives (absent Crouse Hospital), to activists, to ordinary
citizens--express enthusiasm for this idea. And if the strategy is that it will be heavily funded by a
$500,000,000 state grant, that effort will crowd out other potential efforts from the county or the city to
get that same money for the Syracuse region--again damaging relations. On campus, staffers are worried
about their jobs; faculty are worried about maintaining lines. I can't see how such an effort won't be
connected with increased concern in those areas. And I'm not sure I can see a direct connection between
this project and the improvement of undergraduate education, which I understand to be the chancellor's
core goal. So for all those reasons, I'm left thinking at this early stage that there are better ways to
leverage the university's connection with and concern for veterans and their needs.
The opportunity costs to other academic programs of having the university devote its collective
administrative and strategic efforts to this initiative.
Any potential impact on SUNY Upstate should be seriously considered. The prosperity of Syracuse
University is dependent, in part, on the prosperity of the city and of Onondaga County.
Response to Veteran-Themed College of Medicine / Craig A. Dudczak / / I have read the Context and Logic
for Exploring the Opportunity as well as the material that has been published in the local press. I certainly
agree that the potential upside for a Veteran-Themed hospital is substantial. However, I was also struck by
the slant of the information that has been provided so far. It seems to assume an optimistic set of
conditions while remaining silent on costs and trade-offs that may occur. So Ill use this opportunity to list
some of the costs that should be considered in the decision-making process. I should note that I served
recently on the University Senate Budget Committee, including its chair for two years. I also served on the
Steering Committee for the Bain Review. Doubtlessly, my perspective is influenced by those experiences. /
The benefits listed often conflate benefits to the region with benefits to SU. I dont dismiss the
importance of SU as an engine of regional economic development, but one should be clear-minded about
the direct benefits to SU. I would remind the committee not to lose this focus. The university community is
only too aware of the loss of focus on the campus as the previous chancellor pursued her initiatives into
the broader community. Those are good, but secondary to SUs viability / / The projected costs need to
be given appropriate comparable coverage in the assessment of benefits and costs. While external (federal
& state) sources of funding are anticipated for building, equipment, tuition and the like, there are no
projections of the operating costs SU would have to bear on an annualized basis. Hospitals are not cheap to
operate. Grants and donations dont cover operating costs. SU sold its previous medical school to the State
University as its costs were unsustainable. About 10 years ago, SU dissolved its College of Nursing based on
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its operating cost. Yeshiva University recently dissolved its support for its medical school, Albert Einstein
College of Medicine, because, in part, the medical school accounted for over two-thirds of Yeshivas annual
operating deficit. Einstein College of Medicine, unlike a new and unknown venture, is a highly regarded
medical research college, with substantial research grants. And it could not cover its costs. / / The
proposal seems to assume that research supported by Veterans Affairs and other military-based sources
would be substantial. Perhaps so, but the awarding of grants usually requires some previous track record
by the submitter. That suggests to me that SU would need to hire at least some top-tier researchers to
seed its research programs through the hospital. Medical doctors, especially those engaged in medical
teaching and research, command salaries that are mid-figure. / / I think a Veteran-themed medical
school would have a negligible, if any, effect on enrollment. The populations for the undergraduate and
non-medical graduate programs would largely be unaffected. For instance, the existing military-associated
programs in Newhouse, Maxwell, Whitman, etc. appear on their face to have little synergy with medical
training. And while the Context and Logic assumes that new synergies would be created, that assumption
seems speculative. There already are three hospitals adjacent to SU. One would think that the associations,
if they were there, would have already been found and developed. / / To conclude on the main point I
started with, be realistic in evaluating costs and benefits. Keep the universitys direct costs and benefits as
the central part of the equation. / /
In the document there is a sentence that states "Syracuse University has great strengths in many disciplines
relevant to this space.." I think that mechanical engineering should be included as well. There are faculty
members performing reserach in areas relevant to veterans.
None known at this time.
1) "Market" testing for student and faculty to be drawn to the new college. / 2) Potential harm to exisiting
collaborations between SU and SUNY Upstate. / 3) Expectation management for time-scale toward success.
Community of Syracuse; Accreditation of the medical school will be quite different from others, given its
narrow specialization. the process by which such narrowly focused medical schools are evaluated must be
fully reviewed. The dangers of the medical school losing its license and its impact on the university's
standing also needs to be examined.
Although I understand that this enterprise is intended to be resource neutral, I worry that there is no way
that a major new initiative such as this will not detract from the university's ability to continue focusing on
key areas of its mission that are at present not being given adequate support. If we were in a more stable
situation, I'd be more inclined to think that a bold new enterprise might be a good thing. With a recent
buy-out that has left us with major gaps in staffing across the university and no clear plan for moving
forward in ways that will ensure adequate support for the undergraduate students who are supposedly our
central concern, it seems odd to be investing even the resources of a faculty advisory committee and
consulting firm in pursuit of an idea that will further distract us from being able to cover essential bases
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that are currently in disarray. (I've checked "unfavorable" above not because I think this is necessarily true
in the abstract, but because I fear that adding a brand new area of emphasis would further diminish the
university's support for existing areas of research and teaching, even as it is clearly not anyone's intention
that this would happen.) I would like to feel that the university is on a firmer footing before we begin
pouring energy and resources into a new pursuit that will undoubtedly be more costly than anyone
anticipates. At the very least, it would obligate administrators to focus much of their attention on raising
funds and planning for a medical school when in recent months it seems that there hasn't been sufficient
time to manage the fundamental challenges that are a daily presence in the life of the university at this
moment.
This medical college is supposed to be free to students and not cost anything from the University. Are we
all in the same reality here? I don't think this can be free to everybody. University resources will be
drained.
This could be viewed as an opportunity to cooperate with Upstate Medical (rather than compete with
them).
How we can improve our reputation by bolstering traditional academics, not pet projects of upper
administrators
The campus already relies heavily on underpaid (yet highly qualified) adjunct professors to teach a bulk of
the courses. How would you afford to pay the salaries of full time professors for a medical school? I believe
that the concept is an amazing one, but needs to be university funding. Beyond funding, where would you
place such a program? Classroom space is at a premium. Will SU build another classroom building--where
and how?
The concept would distract SU from resolving many of its internal issues and take attention away from
focusing on what we need to fix on campus now.
The logistics must be addressed. The Hill is already severely congested. Traffic is unintelligently managed,
and the art of making parking an excessively expensive ordeal, has reached its zenith with SU.
Incorporating student activity from across the campus into a new facility without addressing the problem
of moving students to a new building in a timely and orderly manner is simply adding to our difficulties.
I am dismayed that SU is considering adding this unit during an age of cost cutting. Invest in our current
strengths on the hill.
ABSOLUTE care to coordinate with existing health related schools and services in the community. Must be
win-win
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I think it would make a LOT more sense to create a veterans unit in conjunction with the SUNY Upstate
Medical University than to create an entirely new college. This would give us a niche that deals with an
important community of students/patients, and would give us the expertise of SUNY, without having to put
a huge amount of energy into competing with them or into building an enormous enterprise from scratch.
Careful design of administrative structure to capitalize on and expand on existing SU areas of expertise
germane to the medical area generally, and the medical issues of military veterans and their families
specifically. Eg disability studies, accessibility studies, universal design, aging studies, trauma recovery, ptsd
treatment, community service learning, problem based learning and field experience, biomedical and bio
mechanical engineering, bio materials etc.
I have serious doubts about the assumption that it would not take revenues away from existing programs.
The relationship with SUNY Upstate - medi information is somewhat worrying - would we be, at some level,
competing with their medical school.
The university really needs buy-in from Upstate so that new medical students would not be vying for
resources like residency spots with Upstate. Sending students away from Syracuse to do their internships
and residencies is a hardship and would make recruiting high quality students difficult. Syracuse should
think about teaming up with Upstate to run a specialty program or to lend the Syracuse name to increase
the size and resources of Upstate rather than start from scratch since the cost of start up for facilities
seems incredibly high.
I was not aware of just how expansive (and possibly fanciful) the larger vision for a Veteran Resource
Center -- of which this med school is just one component -- has grown to be. I'm all for big-picture
visionaries, and overall am supportive of the med school idea (with a host of qualifications of course), but I
wonder if there are smaller, less risky steps that could be taken in the shorter term. For example, assuming
that "Veteran Studies" might be defined in such a way as to be a legimate academic field, then why not
launch a program (with undergrad majors, and grad degrees including a PhD) in this area right away? If fits
with the VRC mission, would represent a new and presumably bold step, and would cost much less.
Your question assumes a great deal. When you assume that the college would be "resourced" from
external sources, are you referring to the initial construction and recruitment, or are you referring to longterm costs to sustain the school. If the latter will not be resourced from external sources alone -- and I find
it hard to believe that it will be -- then this new school will inevitably draw resources from existing
programs, schools and colleges in the future. We don't have enough resources to go around as it is.
SUNY Upstate is on record as incredulous at the very best and more directly clearly concerned about this
endeavor. / Another issue is placements of the students in VAs across the country - has an analysis been
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done that this many residencies are really unfilled at VA centers? I thought there is a problem with enough
attending physicians - so it's not clear to me there is much room for capacity unless there are currently
enough unfilled vacancies.
Doctors are trained by specialty, not population (with exception of pediatrics and gerentology). This school
would attempt (likely unsucessfully) to radically alter medical training in a field that is tradition-bound
when it comes to training. Why not open a school for nurses / physians assistants that trains verterans to
serve other veterans? If this med school goes forward and fails, it will be debilitating to the university and
damaging to the chancellor's ability to lead.
How will this impact the existing Med school? . Where will we build the duplicate facilities? Resources,
Resources, Resources You have to be realistic not pie in the sky. If you go ahead with this scheme there will
be negative impacts Are you willing to realistically explore those?
maybe a school of medicine building with own laboratory
1) Build on strength. The historical background of successful DOD programs at SU underscores the model of
how strong SU programs with the appropriate investments become role models for the nation and magnets
for external funding. Reputation builds on reputation. A built-from-scratch program will have a steeper
curve to climb to attain any credibility or standing. It can be done certainly and will be a boon for the city
in terms of jobs. / / 2) Funding. We would need major capital investments and operating funds to staff
the faculty, build the space for offices and labs, purchase the equipment and technology, the list goes on.
Operating costs with a medical college will increase and the rest of SU will not get needed resources to
grow and flourish. Merging instead of competing with Upstate Medical University would be a preferred
approach. We cannot count on DOD funding. / / 3) Focus on existing SU programs, schools and colleges at
the present time in order to rebuild eroding quality. This should be a primary concern. The Bain report
revealed an operating annual budget deficit of $13 million at the last count which will only continue to
grow if cuts of the fastest growing segment (staff hires making $100K+) are not made.
While establishing a successful college of medicine at SU should have a significant positive impact in terms
of research funding and scholarly output, it is hard to believe that this could be done without a substantial
strain on resources for other non-medical research areas that are currently active at SU.
I see the need for MDs to work at the VA. But the question I have is, why don't they want to work there?
Is it money? Training? Working conditions? Seems to me someone needs to look at this underlying
question. (I didn't see if addressed in the documents, but did not read them carefully.) / / Maintaining
good relationships with the hospitals in the area with whom we already collaborate

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How much would the new school rely on government programs to pay tuition, and is there volatility in
those expectations?
finances; I cannot imagine that it can be fully resourced from external sources in such a way that there is
more financial strain placed on the rest of the campus
Partner with upstate?
I support the Chancellor's initiative to grow research and scholarship at Syracuse, but the establishment of
a medical school could: (i) damage existing programs, (ii) prevent the university from making the
investments necessary to turn under-performing departments into strong ones, and (iii) prevent the
university from making the investments necessary to turn strong departments into stellar ones. / / It is not
clear that a full cost/benefit analysis has been conducted on the best way to invest to advanced Syracuse's
research and scholarship, balancing investment in existing programs vs establishment of an expensive new
proposition.
Details of how this new medical college would interact with relevant, existing programs at SU, as well as
with the various programs at the Upstate Medical University.
I believe that Syracuse university should build on its strength (which are many) and not create programs
out of thin air.
The relationship between Upstate Medical, ability of the students to obtain appropriate placements, and
the ability of the University to maintain a high quality, respected medical school for the long term seem to
be areas where some type of reassurance in the form of a well thought out plan would be helpful in
calming some fears I've heard expressed.
Above all, the impact on Syracuse University's reputation must be considered. Of course if poorly done
and/or under-resourced, it is possible to add a Medical School but hurt the university's reputation. For
example if it is too closely associated with Upstate Medical University's poor reputation and low standing
among medical schools. Therefore, actively engaging with top-quality partners in New York State Universiity of Rochester, Cornell, and Columbia - for large reseach and training initiatives would be a
sensible risk mitigation and SU medical school-reputation-enhancing strategy component.
It seems unlikely that the resources for a college of medicine could be obtained entirely from external
sources, i.e. I question the assumption made here.
research in general including mine would contribute to the reputation of the university.

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Institutional capacity for change -- can we do this and still achieve the goals of renewal the Chancellor has
laid out?
At a time when all areas of the University are being asked to dramatically tighten our budgets the idea of
spending huge sums of money on this idea doesn't seem fare to the rest of the university and certainly
does not adhere to the motto of improving the student experience for our current students.
Will the tail wag the dog? Consider Johns Hopkins.
I support the inquiry. But we are nothing like Central Florida or Upstate South Caroline as a university. I am
involved in many aspects of university planning, but to my knowledge there has been no inquiry of the
precise scientific fields one would target for the first wave(s) of medical faculty. I am currently studying the
process at University-Texas Austin. It is an eye-opener in costs of faculty. Would we, like Texas, hire mainly
at the Assistant Professor level? That would lead to a bizarre research profile. One does not predict the
same influx of funds for new profs as for established ones.
I would like to have a clearer picture of how the proposed NVRC is going to enhance the experience for
student veterans at SU. I understand research funding around veterans and the potential medical school.
But I don't think SU is particularly good at serving veterans as students at this point. In general, SU is not a
welcoming or amenable place for non-traditional students in full-time degree programs. This describes the
veteran's population to a large extent. I think there needs to be a comprehensive plan in place across all of
these areas to stake a claim that we are a top destination for veterans.
Are we capable of creating a really good medical school?
Very little information has been provided about expected demand by students. How much student
demand is there for a program of this type? That is, for (1) a specialty med school focused on a particular
patient group; and (2) that uses a service-model concept. The military already has service-model programs
for financing med school: is there excess demand for them? If so, why not expand them? If not, what is
the reason for believing that students would opt for a VA-oriented program? I can imagine answers to
these questions but they don't seem clear from the documentation. / / This seems critical: it doesn't seem
viable to create even a specialty med school unless student demand is large enough to overcome some
very large fixed costs (i.e., how many separate courses would need to be provided to run a full program
that would produce MDs? How many faculty and staff would that require? How much would that cost?
How many students would have to enroll for it to break even? If it takes a while to build up the student
population, how many years could the facility afford to lose money? / / My "unfavorable" responses
above are based on concerns about recruiting students and faculty for this facility.

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I strongly believe that there will not be, and cannot be, two medical schools on the Hill. That being the case,
the prudent course of action is to either (1) purchase SUNY Upstate or (2) abandon the plans for a medical
school.
Community impact, impact on existing medical school in Syracuse.
Opportunity costs. What will we not do because we are doing this? For instance, hiring strong research
faculty in other schools.
We should ask whether this type of training will be too narrow to prepare students for the full range of
careers they may enter into. We should ask whether branding Syracuse as a military-oriented school to
this degree will have detrimental affects on our reputation as a diverse institution that welcome a wide
range of ideologies. We should ask whether this type of education will encourage stereotyping of veterans
who are in fact a diverse group.
Syracuse already has a medical school at SUNY Upstate. It seems like SU decided to get out of the medical
school business 65 years ago and cast off the School to the SUNY system. Given that Upstate is firmly
established, it seems like some administrator's short sightedness has left us high and dry. Encroaching on
Upstates seems unfair.
To have an effective college of medicine,
The fit of the new program/school with the neighboring hospitals. We should be good neighbors and try as
best we can to collaborate and enhance already existing resources.
Even if a good idea in the long term, in the sort term this will distract the university from its traditional
strength.
I think establishing a college of medicine that focuses on veterans is a good idea and It's the right thing to
do. However, I am concerned about where the funding for this initiative will come from. The internal
resources and support available for existing scientific research at this university is almost negligible
compared to peers at other institutions. I would rather see efforts to fund existing scientific research at the
university be undertaken first , before beginning this new initiative. Without a foundation of university
support for the sciences, including scientific support staff ( not administrative support staff) and
equipment, this initiative will never succeed. Strengthen support to all science and math departments first
so that they are able to deliver a curriculum to ensure a pipeline of qualified students to enroll in college of
medicine programs. A strong science and math program foundation is required if this initiative is to
succeed.

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The inherent rationale for the school remains unclear. Unless there is a clear, directed shortcoming in the
medical community that this specific institution can address in an outstanding way, it seems that it will be
'just another medical school' that will drain resources and energy from SU.
The one asset that we can never get more of is time. Even if we can secure the monetary resources, we
need to be mindful of the attention of key leaders and principals needed to make the medical school and
our remaining endeavors succeed.
collaborations with other areas.
I'd like to see/get a better sense of the partnerships necessary to make this work. I would like to get a
sense of what true support there is for this idea in the area. I'd like to get a sense of how this
building/establishment project does not draw resources away from existing areas. The statement is that
external funds will be raised to pay for this. We have critical needs to rebuild our current academic
strengths and critical shortages among the faculty as well as issues with morale. Investment must be made
in current programs to build academic strenghts, and there needs to be a strong sense of how this new
initiative will not siphon away funds and attention from existing needs.
It seems to me that there are issues we should address before we take on this type of project. For
example, we should: / / -focus on making sure ALL of our students are graduating debt-free / -concentrate
on reducing class sizes / -providing experienced and qualified teachers / -providing a living wage and
benefits to all employees / / These should be our first priorities. Once these priorities are fully met, then
considering this new college of medicine would be acceptable.
Has the committee explored building a collaborative network with the current medical facilities in the SU
area instead of starting a medical school from scratch? SU could take the lead in focusing on veteran issues
and work with Upstate to have a certain percentage of its students/residents focused on service to the
veteran community in return for an education. It seems as Isuzu a collaboration links SU into the
community and reduces the costs of maintaining such a collaboration. Maintenance costs do not seem
taken into account in much of the current materials. Veterans' issues seem particularly open to building
such a collaborative network as they are difficult for any one organization to do on their own..
One major factor to be considered is the co-existence of two medical colleges literally next to each other.
One should try to come up with a concept of a Veteran-focussed medical program that is jointly owned by
SU and UMU. It will be a win for both institutions and for the region. One should not try to establish a
competing college.

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Good communication and discussion throughout this process with administrative and research personnel at
SUNY Upstate seems important, so that Upstate does not perceive this as something that will complete
with their program or detract from our current SU-Upstate collaborations.
(1) Do not take away funding from other colleges and units to build this school / (2) Increase funding for
other colleges and units--if this school is built, build, improve and expand the other existing resources on
campus with equal focus /
The most important factor is that this survey is premised on an assumption that seems neither plausible
nor well substantiated by the background materials. A very careful reading of those materials yields more
questions than answers about what evidence supports the claims made therein. The consultant's report
about job creation is full of optimistic conjecture and shows little realism about downside risks in the
context of reasonable uncertainties. The description of how much research funding SU already gets for
Veteran related research can't be verified by independent examination of available data. The very few
days allowed between sending this survey and the Advisory Group's Oct 5 deadline signals superficiality of
the whole process. The fact that the survey was not even technically functional before it was sent signals
absence of serious managerial quality control. So here's a factor that should be considered: why do so
many faculty see this whole thing as a top down already decided idea that the administration is just
pretending to examine in a serious way?
It seems inconceivable to me that the setting up of such a college would not siphon resources from /
existing schools and colleges at Syracuse University. In particular it would presumably draw heavily on
funding associated with the strategic initiatives program. It seems strange that you would preface this
survey with a statement saying that / this will not happen while not providing any concrete plans as to
where the money would come from ....
We need to focus on enhancing the product mix we already offer. We are not a medical school -- external
sources would be better deployed to our existing schools. Many professional programs could be developed
for veterans.
Syracuse needs to focus on improving its strengths, rather than starting new projects.
Our students do not avail themselves of the opportunity to take courses at our Medical School on Campus
as it is. I am not sure that some of them even relize there is a Medical School at SUNY Upstate! I will do an
anonymousTurning Point survey iin my Immunobiology class and will provide those results to help guide
whether we can support and would benefit from a second Medical School on the SU campus. The cvurrent
liason between our Collegel of Arts and Sciences and the SUNY Medical School needs a lot of attention. We
certainly don't need another Medical School!

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We do not have a medical school at present. It is unclear how a niche medical school could be started and
maintained. How much do we know about potential medical students' interest in a niche medical school
experience? If this was layered onto an existing general medical school environment that was already in
place at SU, then I would feel much more supportive. But, that is not the case.
It seems clear that the intention to do no harm to SUNY Upstate is both very important and perhaps one of
the more difficult aspects to achieve.
It is all about improving what we have first. Pay better, give benefits. Secure our positions, Value your
people.
- If SU has the long-term financial backing and decade-long commitment to this effort, without negatively
affecting SU and its other endeavors, then it's fine. / / - The chancellor had 4 major strategic points for this
university. Veterans was just one.
Given a medical school just down the street (that SU used to own), why ought we to create our own
medical school rather than partnering with Upstate? It doesn't make sense to me.
I am VERY concerned that, despite best efforts, this initiaive will not be self-sustaining. If the University
commits to it, and there is insufficient resources, it will draw resources away from other units. I'm highly
skeptical that such an entity can go forward without minimally drawing on resources, if not funds, then
staff time, which is already bare bones in many of the departments. I think a full econominc model of selfsustainablility needs to be put forth, and forums helpd where serious questions can be discussed.
Syracuse University already had a medical school which it sold off. Plus, Upstate Medical is right next door.
Why duplicate institutions. This seems like a very cynical funding strategy to me.
There is a medical school Upstate Medical already in existence
It would be really innovative if veterans were also able to train as doctors and healthcare workers. They
have first hand expereince of the field and many will be able to undertake a university degree.
Our College of Nursing closed because it was unsustainable. Other medical colleges appear to be adequate
to handle demand and already have reputations to sustain enrollment. Adding another college will distract
from undergraduate programs, place further strain on services (health, security), and increase traffic
congestion. Our resources would be better directed to improve the quality of programs already in place.
For the sake of the country, not just veterans, we don't just need research doctors, but many, many
capable practitioners: nurses, nurse practitioners, PAs, psychiatric social workers, as well as MDs. I would
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love to see veterans themselves trained for these positions. / I could imagine regular projects where
undergrads in engineering research a need in veteran medicine and work as teams on these projects,
instead of the next app to make dinner reservations. / The VA was an early player in the world of online
records. The Ischool and CIS could choose to become active in addressing some of the more current needs
in this area. / In a world more at peace, what happens to the funding?
While a college of medicine might help bring in tuition and resources, it would certainly require significant
investment by SU. Even making the radical assumption that internal funds would not be needed, it would
take significant attention by the administration, with a large overhead cost due to that alone. I do believe
that it would distract from investment of time and probably funds in other areas of scholarly work that
require support in order for SU to gain academic respect. I think it would be useful for the committee to
consider our history with the School of Nursing: why did that enterprise fall apart and why wouldn't we see
the same result again?
Strategically the University needs to FOCUS and leverage its strengths - a medical college for veterans does
neither. It has virtually no chance of succeeding, and the opportunity cost ( what the leadership team
wasn't addressing while they worked on this) is enormous.
The rationale for this initiative seems to be based on SU's strong past history with verterns education. This
is great indeed. That said, I am under the impression SU is still digging out from under a period of lots of
red-ink (the Cantor years). As nice an idea as this is, can we afford it now? Last time I checked Med Schools
are very expensive. Unless there is at least a schematic understanding of the funding streams for the
project it is not possible to support this idea as virtuois and as historically connected as we are to veterns.
The net effect on the financial health of SU could make things even worse not better for the large majority
of faculty and students. More info about funding is required before I can support this.
If a medical school is a good idea, why not collaborate with SUNY Upstate--why not try to merge the two? I
would think that a medical student paying SU tuition might not want to limit themselves to VA Hospitals
(historically underpaid) or military medicine exclusively. It could be an aspect or speciality, but to have a
boutique medical school focused on the most underpaid aspect of medicine? this just doesn't seem viable
to me. I am thinking about how PGH focused on transplant surgery--now they're a national leader, but will
military medicine have the same cach? Not sure. And, is all of this focus on veterans a good fit with SU in
general? We have mostly traditional age students--why would the mostly older, poorer, and more minority
statused veterans select SU when there are so many other colleges and universities all going after the same
population? Is the faculty and student body behind this hyper-focus on veterans? Has this decision
emerged from our strategic planning groups from last year or are we just chasing another initiative that the
chancellor wants but hasn't done the leg work to get consensus? We know how that went in the past.
interdisciplinary project opportunities, for example with industrial design

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Availability of internship opportunities for students


A large number of the courses that must be provided to medical students are biological. I believe that this
medical college would greatly impact the biology department. Lecture and laboratory courses, designed
for medical school students, would have to be offered. This would require hiring additional faculty. Can I
assume that the new faculty would be members of the biology department?
If the medical school does not draw from existing resources, does that mean that faculty in the Biology
Department will not be asked to contribute to the teaching load of medical students? Will all the teaching
be covered by new faculty hired to the medical school? Even if the teaching load of Biology faculty is not
increased, we should have input on some of the new faculty hired for the medical school, since they will be
our colleagues.
We should not compete with local governments for precious economic revitalization funding. We have
withdrawn a lot of SU programs from communities in need. We should not also compete for funding those
communities are in dire need of for economic revitalization.
I believe that your assumption that the college could be resourced form external sources is unrealistic. I
think that this will have a major impact on the faculty that are already here. Also I dont think there are
enough patients in Syracuse to support the required clinical training necessary for a medical school.
Impact on existing faculty and funding. Some funding opportunities will be increased. However, if the
college is successful at increasing the amount of NIH funded research at SU - some opportunities (namely
the ability to write R15 grants) will go away. This will adversely affect some existing faculty. Although
other existing faculty will benefit from the increased research profile of SU if the medical school develops a
successful research program. There may also be a negative impact on NSF funding if we are percieved as a
well funded NIH institution - although I would hope that that wouldn't happen and that funding
applications would be treated on their merits and area of expertise.
Size of the faculty. / Ability to partner or at least cooperate with UMC (given that some SU faculty already
collaborate there). / Commitment to the long haul. / contingency -- what happens if the positive financial
forecast does not unfold?
Grant opportunities / joint programs with existing health teaching institutions
Does the Syracuse region have sufficient medical training resources to support another teaching medical
school? The decision should be weighed against the alternative uses of resources to support the strategic
goal of student teaching and research.

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Will a medical center distract from the current mission of the university? Will it cost the university be a
money (be a cost center, not profit center)? How will an SU medical center compete or collaborate with
Upstate and other local hospitals?
how to integrate a new pop. and provide for needs.
Does this idea play to SU's existing strengths? Do we need another medical school in a city chock full of
hospitals? Considering past ambitious projects, like the COE, that are now a financial albatross around SU's
neck, how this idea is any different? Is SU chasing after a short-term infusion of cash that will saddle us
with a financial burden 20 years down the road?
How this fits in with what we have already in Syracuse in terms of Crouse, St. Joes, Upstate, and the VA. It
should be complementary to these other institutions and should be designed so it adds rather than further
splits up the resources available here.
Recently Dr. Greg Eastwood, president of SUNY Upstate has publicly expressed serious concern about the
impact of this proposed new school on his school. We cannot get into an antagonist and competitive
position with our neighbor institution. Are there ways in which we can inhance our collaboration with
SUNY Upstate and VA in relation to Veterans medicine rather than setting up our own shop next door?
why not adopt a less ambitious model of developing a fellowship/residency program that would enable
people currently in medical shool to spend an extra year or two focusing on the challenges facing veterans?
Most veterans' health needs are very similar to other peoples' health needs.
We currently send our graduate students to VA hospitals across the country. Audiology and speech
pathology are important services for vets who have blast exposure and head injuries.
It seems that the committee is doing an excellent job, considering the concerns of various stake holders
within the University and larger community.
The FAC that has been struck is lacking the necessary expertise (ie. real work experience at a Medical
School) to adequately make this assessment.
What effect would a med school have on the humanities in this supppsed liberal arts institution? Why are
there NO humanities faculty on the advisory committee? Even med schools are increasingly recognizing the
importance of the humanities in medical education. The composition of the committee sends a clear
message that humanities fields are not a consideration in this new 'fast forward' initiative. / Given the

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scope of resources already devoted to military-related endeavors, attention to other issues would ensure a
more conceptually and politically diverse academic environment.
Strengthening the profile (and budget) of the College of Arts and Sciences - the basic core of the university should take a much greater priority over this endeavor. Likewise hiring back sufficient staff to help alleviate
the mess that the VSIP has made should also take priority over a college of medicine.
Cost (how can it be self-sustaining?) / Relationship with the other existing health care providers in Syracuse
that are doing a fine job
Engagement of professional schools that support the training of mental health practitioners who support
the needs of veterans and their families.

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Appendix C: Faculty Advisory Committee Meeting Executive Summaries

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Appendix D: Information Paper Veterans Focused College of Medicine

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Appendix E: National Veterans Resource Complex Description

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