IBACS EXECUTIVE STEERING COMMITEE
Adult language processing; Influence of context on sentence comprehension; Event comprehension; Interface between language and vision.
Malformations of cortical development, neural circuit excitability and epilepsy; Pediatric brain tumors and tracking sources of cellular diversity; Learning disorder associated genes in neural circuit function.
Language processing, especially real-time integration of information at multiple scales; Language development; EEG/ERP, Computational modeling.
Philosophy of language & mind; Epistemology; Metaethics.
Neural stem cell biology and its application in neurodegenerative disease.
Neag School of Education
Reading acquisition in children with dyslexia, and interventions to improve word reading skills.
R. Holly Fitch
Animal models of neurodevelopment and cognition; Models of neurodevelopmental disruption (genetics, early injury) and developmental disability.
Synaptic modulation in the hippocampus and neocortex, Synaptic deficits in autism and related neurogenetic disorders, Kalirin.
Child language acquisition; Comparative syntax and morphology; Syntax-semantics interface; Theory of grammar.
Ex Officio Members
Director of Cognitive Science Program
Childrens' language acquisition and language development
Director of Brain Imaging Research Center
Human cognition, the interaction of language acquisition and brain development
IBACS INTERNAL ADVISORY BOARD
- Jeff Shoulsen - Vice Provost for Strategic Initiatives
- Andrew Moiseff - Associate Dean for Behavioral and Life Sciences
- Michelle Williams - Associate Vice President, Research
- Michael Lynch - Director, Humanities Institute
- George Kuchel - Director, Center for Aging, UConn Health Center
- Amy Gorin - Associate Director, Institute for Collaboration on Health, Intervention, and Policy
The remit of the internal advisory board is to advise both on shorter- and longer-term issues of strategic importance (i.e. advising both on Institute-internal matters but also on issues that may impact externally on the Institute – e.g. strategic developments at UConn, building and space developments, etc.). The board will also monitor and evaluate the extent to which the Institute is meeting both its own and UConn’s broader institutional aims.