asar march agenda book - office of the provost
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BOARD OF REGENTS
ACADEMIC/STUDENT AFFAIRS & RESEARCH COMMITTEE
MEETING AGENDA
March 2, 2017
9:00 AM
Roberts Room
Scholes Hall
UNIVERSITY OF NEW MEXICO BOARD OF REGENTS’ ACADEMIC/STUDENT AFFAIRS & RESEARCH COMMITTEE MEETING
March 2, 2017 – 9:00 a.m. Roberts Room, Scholes Hall
AGENDA
I. Call to Order
II. Approval of Summarized Minutes from Previous Meeting: TAB A
III. Reports/Comments:
Provost’s Administrative Report
i. Craig White, Acting Provost & EVP for Academic Affairs
Member Comments
Advisor Comments
IV. Action Items:
A. Differential Tuition: School of Engineering & Law School TAB B Joe Cecchi, Dean, School of Engineering
Daniel Ortega, Director, School of Law
Nicole Dopson, Financial Officer
V. Faculty Presenter: TAB C
A. “The Plazas of New Mexico”
Chris Wilson, Professor, School of Architecture & Planning
VI. Information Items:
B. Budget Leadership Team Update TAB D Craig White, Acting Provost & EVP for Academic Affairs
David Harris, EVP for Administration
Nicole Dopson, Financial Officer
C. Office of the Vice President for Research Strategic Plan Update TAB E
Patricia Henning, Interim Associate Vice President for Research
D. Regent Professor/ Lecturer Recognition TAB F
Virginia Scharff, Associate Provost
E. UNM Seal Update TAB G
Virginia Scharff, Associate Provost
Josephine De Leon, Vice President for Equity and Inclusion
VII. Public Comment
VIII. Adjournment
UNIVERSITY OF NEW MEXICO BOARD OF REGENTS’ ACADEMIC/STUDENT AFFAIRS & RESEARCH COMMITTEE MEETING
February 2, 2017 – 1:00 p.m. Roberts Room, Scholes Hall
Meeting Summary
(All “TABS” correlate to the December ASAR E-Book)
Committee members present: Regent Bradley Hosmer, Regent Suzanne Quillen, Acting Provost & EVP for
Academic Affairs Craig White, Faculty Senate President Pamela Pyle, Staff Council President Danelle Callan
Regents’ Advisors present: ASUNM President Kyle Biederwolf, GPSA President Glenda Lewis
I. Call to Order 1:07 p.m.
II. Approval of Summarized Minutes from Previous Meeting: TAB A
Motion to Approve: Faculty Senate President Pyle
Second: Regent Quillen
Motion: Approved
III. Reports/Comments:
Provost’s Administrative Report
i. Craig White, Acting Provost & EVP for Academic Affairs
(Presentation Attached)
Overview of first 30 days as Acting Provost
Discussion surrounding free speech and speakers visiting campus
Overview of legislative action including the budget and lottery scholarship
Updates on enrollment, facilities and the strategic plan in regards to research
Member Comments
Staff Council
UNM Day at the Roundhouse had a great turnout and everyone had fun
Staff appreciation day is coming and Staff Council is working hard to plan a great event
Staff Council is looking into a tuition remission program with CNM
Staff council has been actively involved with the BLT
Faculty Senate
Faculty Senate has had discussion around being a sanctuary campus
Faculty Senate believes in free speech, however hate speech should not be allowed
Enjoyed UNM Day and felt everyone did a good job of representing UNM
Advisor Comments
ASUNM
Telluride Mountain Film Festival took place in the SUB on Jan 27th
President Biederwolf expressed appreciation for the work that his team put forth for UNM
Day
ASUNM is working on various initiatives in regards to the Lottery Scholarship
GPSA
Expressed thanks to Kim Kloeppel for “Be Kind” week and the “Be Kind” buttons
Enjoyed having both the President & Provost at their previous council meeting
Brought up points around free speech & how it is important to an academic institution
IV. Action Items:
A. Staff Council Constitution Revision TAB B Danelle Callan, Staff Council President
Motion to Approve: Regent Hosmer
Second: Regent Quillen
UNIVERSITY OF NEW MEXICO BOARD OF REGENTS’ ACADEMIC/STUDENT AFFAIRS & RESEARCH COMMITTEE MEETING
February 2, 2017 – 1:00 p.m. Roberts Room, Scholes Hall
Motion: Approved
B. Work Plan Update TAB C
Craig White, Acting Provost & EVP for Academic Affairs
No vote was taken on this item
It was asked that this document be further discussed and developed
V. Information Items:
A. Student Success Update TAB D Greg Heileman, Vice Provost for Teaching, Learning & Innovation
(Presentation attached)
Overview of graduation rates
Breakdown of the gateway reform for math and English
Discussion on gateway reform impact on retention and graduation rates
Overview of organized student success efforts
B. Course Fees Update TAB E
Greg Heileman, Vice Provost for Teaching, Learning & Innovation
Nicole Dopson, Financial Officer
(Presentation available upon request)
Overview of the course fee process and policies
Information provided on all the course fees
C. Center for Online Studies & Progress Towards Online Degrees TAB F Monica Orozco, Vice Provost Extended University
(Presentation attached)
Breakdown of new online program model
New online program timetable
Overview of upcoming program launches
Discussion surrounding the difference between online programing vs. traditional classes
D. Innovation Academy Update TAB G
Rob DelCampo, Director, Innovation Academy
(Presentation available upon request)
Overview of current programs offered
Breakdown of the funding sources
Enrollment update with program data
Discussion surrounding partnerships and potential outcomes
VI. Faculty Presenter: Presentation will be moved to the March Meeting
VII. Public Comment - None
VIII. Adjournment 3:41 p.m.
Motion to Approve: Faculty Senate President Pyle
Second: Acting Provost White
Motion: Approved
1
UNM School of EngineeringGraduate Differential Tuition Proposal
Joseph L. CecchiJim and Ellen King Dean ofEngineering and Computing
School of EngineeringRegents’ Academic, Student Affairs, and
Research Committee MeetingMarch 2, 2017
Rationale for graduate differential tuition
• The revenues of the UNM School of Engineering (SOE) have not kept pace with the rising costs of delivering high-quality, research-driven graduate engineering and computer science degree programs
• It is increasingly difficult to recruit and retain outstanding research-active faculty who are successful in bringing in external research funding and are the foundation of excellence in the graduate education we deliver
• We also face challenges recruiting high-quality graduate students who are the main “workforce” of our robust research enterprise, while earning their MS and PhD degrees
• Unique among UNM’s graduate programs, 70-80% of our MS and PhD students are supported either by their companies, as TAs, or in most cases, by tuition and stipend support from faculty research contracts
2
Proposed Graduate Differential Tuition
• In accordance with UAPPM Policy 8210:2.2, the School of Engineering proposes graduate differential tuition of $100/credit hour to be phased in over two years
• UNM policy is that differential tuition will be charged by student type (major)
• The proposal translates into an average differential tuition of $1200/year for the typical graduate course load of 6 credit hours/semester – 12 credit hours/year
• SOE’s graduate engineering and computer science programs are among the only professional graduate programs at UNM that do not have differential tuition
3
Most of the graduate differential tuition will be paid from research contracts and grants
• School of Engineering faculty generate > $33M/year in external research contracts and grants, leveraging the $16M/year in our I&G funding by more than a factor of two
• As noted previously, 70-80% of SOE’s graduate students are supported either by their companies, as TAs, or, in most cases, by tuition and stipend support from faculty research contracts
• Thus, only 20-30% of graduate students are unsupported
• With the proposed 20% financial aid set aside, the amount of differential tuition that unsupported students would pay would vary from zero to about $400, depending on the number of unsupported students
4ero to
Comparison of (AY 17-18) UNM graduate tuition to 22 peers (AY 16-17) for 6 cr hrs/sem – 12 cr hrs/year
Institution(AY 16-17) Base
Tuition/ YearEngineering
Differential/YearTotal
Engineering/Year
UNM $3,127 $1200 $4,327
22 Peer Average $5,150 $573* $5,693
5
• The proposed resulting SOE graduate tuition is ~24% below the AY
16-17 average of our 22 peers, which places UNM15th in tuition
among the 23 schools
However,
• SOE ranks 10th out of the 23 schools in annual research
expenditures/faculty
• SOE ranks 12th out of the 23 schools in the current US News
graduate program rankings
*average differential tuition of the 14 of 22 peers that have
differential tuition is $901.
Financial impact on faculty research contracts/ grants for supporting graduate students
Category Current With Differential Tuition
Change
Tuition $3,127 $4,327 $1,200
Fees $763 $763 0
Average Stipend $27,330 $27,330 0
F&A (51%) $13,938 $13,938 0
Total $45,158 $46,358 $1,200
6
This represents a 2.7% increase for the current $45,158
level of support for the package
Faculty compete in the national market for graduate students, using
their research funding to provide a package that includes tuition,
fees, and stipend. Here is a typical example for SOE:
Degree Average salary 6 years after degree earned
SOE Masters $87,300
All UNM Masters $58,600
SOE PhD $102,000
All UNM PhD $87,300
Comparison of salaries for SOE MS and PhD graduates
7*http://www.workforce.unm.edu
Data below show the average salary for SOE MS and PhD
graduates working in New Mexico compared to the average
for all of UNM for 2007-08 cohorts, six years (2014) after
graduation*
More on salaries
8*http://www.payscale.com/college-salary-report/majors-that-pay-you-
back/graduate-degrees?page=20
Degree Early Career Average Salary
Mid-career Average Salary
MS (SOE programs) $75,400 $120,800
PhD (SOE programs) $87,100 $129,300
Data below show the early career and mid-career average
salaries for MS and PhD graduates for the programs in SOE *
The proposed graduate differential tuition for SOE would be the 3rd lowest at UNM
UNM Program Differential Tuition/Credit Hour
College of Nursing – Doctorate $366
Law $352.34
College of Nursing – Masters $249
Anderson School of Management (MBA) $183.70
Physical Therapy-Doctorate $164
Masters of Occupational Therapy $140
Speech and Hearing Sciences – Masters $119
School of Engineering (proposed) $100
Architecture and Planning - Masters $74.63
Public Administration- Masters $50
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Proposed uses of the differential tuition
10
Category Estimated AnnualExpenditures
Need-based Financial Aid Set Aside (20%) $240,000
Faculty Expense (Recruitment and Retention) $400,000 - $500,000
Support staff expense (TA/RA/GA) $270,000 - $370,000
Graduate student recruiting $80,000 - $120,000
Operating Expenses $60,000 - $120,000
Total (Based on average values) $1,200,000
• All of the differential tuition revenues will be allocated to
graduate educational expenses
• Actual allocation will depend upon budget needs,
except for need-based aid which will be 20% of the total
• Here is an example of a differential tuition budget:
Faculty and Student Engagement and Consultation
• 7/2015 – 11/2015 and 7/2016 – 2/2017 - extensive discussion at School of Engineering Leadership Council Meetings (chairs and associate deans) - Chairs discussed with their faculty
• Presented and discussed at the 12/7/2015 School of Engineering Faculty Assembly – chairs and faculty understand the value proposition and want flexibility in allocating funds
• Information and discussion sessions planned for faculty and graduate students during spring 2017 semester
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1
“The need to navigate and understand the U.S. legal system has grown sharply with the rise of the regulatory state over the past 50 years. Today it is increasingly important for workers in the knowledge economy to understand how laws and the regulatory environment can affect goals and strategies in their fields. . . .
Virtually every sector of today’s economy would benefit from employing workers with more than superficial knowledge of the law.”1
1 Carol A. Parker, Legal Education for All (or More Than Just Lawyers), The Chronicle of Higher Education (September 9, 2013).
2
» The MSL is a condensed education about law and the legal process. » It is a graduate degree, not a professional degree.
˃ Primary goal: To enhance the skills of mid-career professionals and recent college graduates through law courses relevant to current or future jobs.
˃ Secondary goal: To enhance the J.D. program through law students’ interactions with MSL students from a variety of fields likely to be encountered in law practice and other jobs.
3
ABA Legal Education Standards require that MSL enrollment be limited to avoid interfering with the law school’s ability to operate the JD program in compliance with the Standards.
MSL enrollment goal of 8 FTE students (part-timers + full-timers) avoids major change in 9:1 student:faculty ratio.
Employed part-timers are likely to outnumber full-timers.
NM residents will outnumber non-residents given the expected high percentage of part-timers.
4
First new degree at the law school since its founding in 1947
More access to legal education in NM
More diverse life experience among the student body
Keep talented students in NM for in-state jobs
Enhance skills and performance for current job/promotion or new job
5
• Understand job-related court cases, statutes, and regulations• Learn how the legal system addresses particular situations• Learn legal principles applicable to job or areas of interest• Understand how the law works
30 credit hours
Full-time (3 semesters)
Part-time (up to 8 semesters)
New 4-credit MSL Introductory Course
Self-Designed MSL: Students choose from existing upper-level JD courses relevant to their current or future jobs (some courses limited to JD students).
Optional Concentrations: 15 credit hours of Indian Law or Natural Resources-Environmental Law
Required: Indian Law; Electives
Required: Administrative Law + Nat. Res. Law or Env. Law; Electives
MSL graduates can’t take bar exam or practice law.
ABA does not allow MSL credits to be applied to a JD degree program.6
» Not requesting increase, decrease, or new differential tuition
» Rather, apply current JD differential to new MSL
» All MSL law courses are taught by JD faculty, so cost of instruction is the same for both degree programs.
» JD program competes in expensive markets that require more resources to remain competitive.
» Excellent 9:1 student:facultyratio promotes high-quality instruction. 7
$352.34
$527.05
$35,234 $84,662
Differential8
10% Fin. Aid Set-Aside: 3,523Faculty expense: 8,700Tutors: 4,052Support Staff: 13,512Student Recruitment: 5,467Total: $35,234
Expenditures9
Other Sources of Financial Aid 10
7th Best Value Law School in 2016 according to preLAW Magazine
2016-17 tuition:Full-time: $16,236 residents; $35,292 non-residents/academic year
Part-time: $677/credit hour residents; $1,470/credit hour non-residents
Access and Affordability11
Center for Native American Health (MSL will enhance understanding of legal system for Native American self-governance in healthcare and benefit medical and public health students.)
Dept. of Economics (Ph.D. students in environmental economics with an MSL will have rare expertise that will benefit New Mexico.)
Health Sciences Center (MSL graduates’ reading, writing, and analytical skills would enhance the performance of compliance personnel and of case managers for developmentally disabled persons, and would improve rural physicians’ health care for disabled patients.)
Native American Studies Program (MSL will serve Indians’ needs for law programs that enhance their ability to lead, build, and sustain their communities.)
Water Resources Program (MSL complements the Masters in Water Resources program and furthers efforts at UNM to enhance collective strengths in natural resource and environmental areas.)
12
Albuquerque Hispano Chamber of Commerce (MSL would be an excellent addition to business community’s workforce-education opportunities)
Leadership Institute at the Santa Fe Indian School (Former tribal governor, councilor, and judge observes that MSL will enrich the understanding of complex areas of the law as Indian communities evolve.)
NM Tribal-State Judicial Consortium (There is high interest in MSL among lay judges and advocates, councilors, police officers, and probation officers.)
NM Environment Department (Clients with an MSL concentration in environmental law would have an advantageous collaborative relationship with their attorneys.)
Sandia National Laboratories (MSL graduates who can interpret statutes and regulations and conduct investigations and interviews would help SNL meet its compliance dutiesregarding environmental protection, export control, equal employment opportunity, ethics, safety, health, etc.)
13
TAB C
Faculty Presenter:
“A Field Guide to Cool Neighborhoods”
Chris Wilson, Professor,
School of Architecture & Planning
(Presentation to be added)
TAB D
Budget Leadership Team Update:
Craig White, Acting Provost &
EVP for Academic Affairs
David Harris, EVP for Administration
Nicole Dopson, financial Officer
(Presentation to be added)
1
UNM Research Strategic Plan (RSP) BriefingAn Update on the Research Strategic Planning Process
Patricia Henning, PhDAssociate Vice President For ResearchThe University Of New Mexico
Board of Regents' Academic/Student Affairs & Research CommitteeMarch 2, 2017
Last UpdatedFebruary 27, 2017
U N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C HU N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C H
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UNM 2020: Advance Discovery & Innovation
Research Vision
UNM will dramatically enhance its
research excellence such that its
culture of scholarly creativity,
discovery and innovation is
recognized internationally, is an
integral part of education, and is a
source of inspiration for all New
Mexicans.
Research Mission
To significantly enhance
capacity, competitiveness and
impact in world class research
and creative activity by tenure
track, tenured and research
faculty, graduate students and
postdoctoral fellows, research
staff and undergraduates.
U N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C HU N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C H
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The People Involved In The RSP ProcessVICE PRESIDENT FOR RESEARCH
Chairs The RSP Committee
RSP COMMITTEE
17 Faculty & Staff: Office of the Vice President for Research, College of Arts & Sciences, College of Education, College of University
Libraries & Learning Sciences, School of Architecture & Planning & School of Engineering
Represents A Broad Scope Of Research & Scholarly/Creative Works
RSP WORKING GROUPS
43 Additional Faculty & Staff: Anderson School of Management, College of Fine Arts, College of Nursing, College of Pharmacy, Graduate
Studies, Honors College, School of Medicine, STC.UNM & UNM Foundation
Chaired & Co-Chaired By RSP Committee Members
Address Strategic Components: Environmental Scan, Research Excellence, Human Capital, Research Infrastructure, Federal & Stat e
Governmental Relations & Corporate Relations
U N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C HU N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C H
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Draft Objectives & Research
Strategic Plan
Synthesize & Discuss Reports
From Working Groups
Finalize Research Strategic Plan
Facilitate Working Groups To
Address Strategic Components
Feedback & Edits
Form & Facilitate RSP Committee 100 %
100 %
100%
100%
65%
0%
Spring 2016
Summer2016
Fall2016
Spring 2017
Spring 2017
Spring 2017
The RSP Process & Progress
U N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C HU N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C H
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Working Group RSP ObjectivesResearch Excellence 1. Develop A Mechanism To Assess & Communicate Research Excellence Across The
Diversity Of Research Programs On Campus
2. Develop A Plan For Investments Into New Research Areas
3. Improve & Encourage Excellent Interdisciplinary Research
Human Capital 1. Recognize & Publicize Research Contributions & Research Excellence
2. Identify & Assist In Providing More Time For Investigators To Conduct Their Research
3. Foster An Environment Of Support & Mentorship Within The Research Community
4. Create A Task Force For The Establishment Of Incentives For Research Excellence
Infrastructure 1. Improve Efficiency Of Research Administrative Services
2. More Efficiently Manage Research Equipment & Facilities & Plan Strategically For
Future Needs
3. Improve OVPR Visibility & Effectiveness In Supporting Research
4. Improve Research IT Capacity & Services
Federal & State
Government Relations
1. Improve The Process Of Developing UNM's Federal & Legislative Priorities As It
Relates To UNM’s Research Focus Areas
2. Improve & Grow The Relationships With The National Laboratories
3. Strengthen Institutional Linkages & Enhance Relationships With Funding Agencies
Corporate Relations 1. Establish A Cross-Campus Roundtable For Corporate-Sponsored Research
2. Establish A Comprehensive UNM Web Portal For Corporate-Sponsored Research
3. Establish New Model For OSP (Pre-award & Post-award) To Facilitate Corporate-
Sponsored Research
U N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C H
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The RSP Outcomes
Objectives Focus On:
• Showcasing Researchers & Diverse
Research Across Campus
• Improving Institutional Support
• Optimizing External Relationships
Tasks Involve:
• Collaborations Across Offices &
Departments
Timeline:
• FY 17-21
U N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C HU N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C H
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Main & Branch Campus Research @ UNM
Principal Investigators: 365
Doctoral Degree Programs: 37
Doctoral Degrees Awarded: 200
Research Expenditures: $122.4M
(Source: UNM Office of Institutional Analytics,
Office of Sponsored Projects)
U N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C HU N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C H
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Research @ UNMMain & Branch Campus Revenue FY16
Source: http://budgetoffice.unm.edu/assets/documents/budget/consolidatedbudget2016.pdf
• Research revenue is
a significant fraction
• Maintaining research
excellence is
profitable, & cuts
that diminish our
competitiveness will
diminish revenue
• Economic impact on
NM is significant, &
can generate good
will across state
constituencies
• Guided investments
& initiatives to
continue growth are
needed especially in
cross cutting areas
Research Grants/Contracts
$143.4M
Foundation$44.8M
State Appropriations$222.1M
Federal Appropriations
$60.1MState Bonds
$22.5M
Tuition & Fees$200.0M
Sales & Services$93.3M
Other Sources$91.4M
U N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C HU N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C H
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Beyond The RSP
• The incoming UNM administration and the Board of Regents
should identify funds to serve as a stimulus to enhance UNM’s
research capacity:
• strategic hiring
• seed funding
• performance incentives
• investment in research infrastructure
U N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C HU N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C H
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Questions?Research strategic planning process website:
RESEARCH.UNM.EDU/RESEARCH-STRATEGIC-PLAN
Contact Dr. Ricardo Maestas:
MAESTAS5@UNM.EDU
U N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C HU N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C H
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Appendices
U N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C HU N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C H
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RSP Committee
Chair: Gabriel López, Vice President for Research, The University of New Mexico
Members:
Karl Benedict, Associate Professor & Director of Research Data Services, University Libraries;
Rebecca Blum-Martinez, Professor, Language Literacy Sociocultural Studies; Director of Latin American Programs in Education;
Janie Chermak, Professor, Economics;
Mary Jo Daniel, Faculty Research Development Director & Associate Professor, Office of the Vice President for Research;
Ivan Deutsch, Regents’ Professor, Physics & Astronomy
Jeremy Edwards, Bioinformatics Director & Professor, Chemistry;
Steve Graves, Professor, Chemical & Biological Engineering; Associate Director, Center for Biomedical Engineering;
Patricia Henning, Interim Associate Vice President for Research, Office of the Vice President for Research, Professor, Physics & Astronomy;
Theodore Jojola, Distinguished & Regents' Professor, School of Arch & Planning;
Melanie Moses, Associate Professor, Computer Science; Professor, Biology;
Caroline Smith, Associate Professor, Linguistics;
Katie Witkiewitz, Associate Professor, Psychology, Center on Alcoholism, Substance Abuse, & Addictions;
Christopher Witt, Curator of Birds & Associate Professor, Biology;
Ricardo Maestas, Special Assistant for Strategic Project Development, Office of the Vice President for Research;
Emily Ballo, Strategic Support Manager, Office of the Vice President for Research;
Lauren Medrano, Unit Admin I, Office of the Vice President for Research
The Research Strategic Plan Committee will assist in developing broad strategic
goals, specific objectives & activities or task to accomplish the objectives & goals.
The committee will synthesize reports from the working groups & assist with the
development of a draft research strategic plan for comment where appropriate.
RESEARCH.UNM.EDU/RSP-COMMITTEE
U N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C HU N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C H
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Environmental Scan Working Group
Chair: Janie Chermak, Professor, Economics
Associate Chair: Patricia Henning, Interim Associate
Vice President for Research, Office of the Vice
President for Research, Professor, Physics & Astronomy
Members:
Mary Jo Daniel, Faculty Research Development
Director & Associate Professor, Office of the Vice President for Research;
Tobias Fischer, Professor, Earth & Planetary
Sciences;
Barbara McCrady, Director, Center for Alcohol,
Substance Abuse, & Addictions, Distinguished
Professor & Director, Psychology;
Gabriel Sanchez, Executive Director, Robert Wood Johnson Foundation Center for Health Policy,
Professor, Political Science;
Andrew Shreve, Director, Center for Biomedical Engineering, Professor, Chemical & Biological
Engineering
Assess current & future trends as well as opportunities & challenges in research & technology by consulting with internal &
external subject matter experts & other constituent groups & key stakeholders in order to analyze & document how these trends
will affect research faculty, staff, & students, research centers & programs, resources, facilities, & funding.
RESEARCH.UNM.EDU/RSP-ENV-SCAN
U N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C HU N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C H
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Research Excellence Working Group
Chair: Melanie Moses, Associate Professor, Computer Science; Professor, Biology
Associate Chair: Caroline Smith, Associate
Professor, Linguistics
Members:
Vince Calhoun, Chief Technology Officer, The Mind
Research Network, Distinguished Professor,
Electrical & Computer Engineering, Professor, Computer Science;
Julie Coonrod, Professor, Civil Engineering, Dean,
Graduate Studies;
Kathryn McKnight, Associate Professor, Spanish
Portuguese;
Mary Anne Newhall, Associate Dean for Research
& Technology, Fine Arts, Associate Professor, Dance;
Christine Sims, Associate Professor, Language,
Literacy, & Sociocultural Studies;
Thomas Turner, Curator of Fishes: Museum of
Southwestern Biology, Associate Dean for
Research, College of Arts & Sciences
Make recommendations that will guide UNM’s response to changing patterns of support for sponsored & non-sponsored research,
with the overall goal of ensuring that UNM advances its stature as one of the world's great research universities by exploring &
characterizing all aspects of UNM research on main campus & taking into account UNM’s characteristics, including the central
importance of undergraduate & graduate education.
RESEARCH.UNM.EDU/RSP-RESEARCH-EXCELLENCE
U N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C HU N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C H
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Human Capital Working Group
Chair: Jeremy Edwards , Bioinformatics Director & Professor,
Chemistry;
Associate Chair: Rebecca Blum-Martinez, Professor, Language
Literacy Sociocultural Studies; Director of Latin American Programs
in Education
Members:
Kateryna Artyushkova, Research Assoc Professor, Chemical &
Biological Engineering; Associate Director, Center for Micro-
Engineered Materials;
April Davidson, Academic Opns Ofcr, School of Engineering;
Julia Fulghum , Special Assistant for Grad Ed, College of Arts &
Sciences, Professor, Chemistry;
Tim Lowrey, Associate Dean, Graduate Studies, Professor,
Biology;
Virginia Scharff, Associate Provost & Distinguished Professor,
History;
Paul Schwoebel, Research Professor, Physics & Astronomy;
Kiyoko Simmons , Director, Center for Academic Excellence &
Leadership Development;
Emily Ballo, Strategic Support Manager, Office of the Vice
President for Research
Develop a comprehensive plan to create & sustain a dynamic, diverse, & effective research work-force that includes ways in which to
incentivize researchers with the ultimate goal of increasing sponsored research by examining relevant data on research facult y, staff &
students.
RESEARCH.UNM.EDU/RSP-HUMAN-CAPITAL
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Infrastructure Working Group
Chair: Christopher Witt, Curator of Birds & Associate Professor,
Biology;
Associate Chair: Theodore Jojola, Distinguished & Regents'
Professor, School of Arch & Planning
Members:
Steve Cabaniss , Professor & Chair, Chemistry;
Mary Jo Daniel, Faculty Research Development Director &
Associate Professor, Office of the Vice President for Research;
Abhaya Datye, Distinguished Professor & Chair, Chemical &
Biological Engineering;
Kathryn Jacobson, Associate Professor, ASM Organizational
Studies;
Jennifer Kavka, Faculty Research Support Officer, College of Arts
& Sciences;
Linda Petree , Director, Office of the Institutional Review Board;
Joel Straquadine , Mgr; Administrative Opns, Center for High Tech
Materials CHTM;
Katie Witkiewitz, Associate Professor, Psychology, Center on
Alcoholism, Substance Abuse, & Addictions;
Emily Ballo, Strategic Support Manager, Office of the Vice
President for Research
Make recommendations where changes can be made & propose new ways in which we can improve our infrastructure by examining
current research infrastructure, including equipment, instruments, technology, library, & facilities & identifying barriers which have a
negative impact on researchers.
RESEARCH.UNM.EDU/RSP-INFRASTRUCTURE
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Federal & State Governmental Relations Working Group
Chair: Karl Benedict, Associate Professor & Director of Research Data Services, University Libraries;
Associate Chair: Ivan Deutsch, Regents’ Professor, Physics & Astronomy
Members:
Shirley Baros, Director, Earth Data Analysis Center;
Melissa Binder, Associate Professor, Economics;
Meriah Heredia-Griego, Research Asst. Professor & Director, Center for Education Policy Research;
Anne Jakle, Associate Director, NM EPSCOR;
Anil Prinja, Professor & Chair, Nuclear Engineering
Make recommendations on how to improve the process of developing our legislative priorities & improve relationships with the national
laboratories by reviewing current federal & state legislative initiatives & other relevant data & taking into account UNM’s strengths &
research focus areas.
RESEARCH.UNM.EDU/RSP-GOV-RELATIONS-STATE-LEGISLATIVE-PRIORITIES
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Corporate Relations Taskforce
Co-Chair: Gabriel López, Vice President for Research, The
University of New Mexico
Co-Chair: Richard Larson, Executive Vice Chancellor for Health
Sciences, Vice Chancellor for Research, Health Sciences Center
Members:
Steven Brueck, Emeritus & Distinguished Professor, Electrical &
Computer Engineering, Distinguished Professor, Physics &
Astronomy;
Jeremy Edwards , Bioinformatics Director & Professor, Chemistry;
Elizabeth Kuuttila, President & CEO, STC.UNM;
Jeff Norenberg, Professor & Director of Radiopharmaceutical
Sciences, College of Pharmacy;
Eric Prossnitz, Professor, Estrogen Biology;
Edl Schamiloglu, Distinguished Professor, Electrical & Computer
Engineering;
Wendy Stires, Associate VP Principal Giving & Reg, UNM
Foundation;
Angela Wandinger-Ness , Professor, Pathology
The Corporate Relations Task Force is to examine our current range of industrial interactions & propose new ways in which we can
dramatically increase corporate-funded research. The Task Force is to develop mechanisms to assess our new industry based research
initiatives.
RESEARCH.UNM.EDU/RSP-INDUSTRIAL-RELATIONS
T H E U N I V E R S I T Y O F N E W M E X I C O
O F F I C E O F T H E V I C E P R E S I D E N T F O R R E E A R C H
RESE ARCH 2020 The Research Strategic Plan of The
UNM Office of The Vice President For Research
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T ab l e o f Cont en t s
EXECUTIVE SUMMARY ................................................................................................... 3
VISION ........................................................................................................................................ 3
MISSION ..................................................................................................................................... 3
THE STRATEGIC PLANNING PROCESS ................................................................................ 3
RESEARCH AT UNM ................................................................................................................. 4
HIGHLIGHTS OF THE RSP PROCESS .................................................................................... 4
FURTHER RECOMMENDATIONS ............................................................................................ 5
SYNOPSES OF WORKING GROUP RECOMMENDATIONS ........................................ 6
RESEARCH EXCELLENCE ....................................................................................................... 7
HUMAN CAPITAL ...................................................................................................................... 9
INFRASTRUCTURE ................................................................................................................. 12
FEDERAL & STATE GOVERNMENTAL RELATIONS .......................................................... 15
CORPORATE RELATIONS ..................................................................................................... 17
TENTATIVE TIMELINE .................................................................................................... 20
ACKNOWLEDGMENTS .................................................................................................. 21
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EXEC UT I VE SUM M ARY
VISION
UNM will dramatically enhance its research excellence such that its culture of scholarly
creativity, discovery and innovation is recognized internationally, is an integral part of education,
and is a source of inspiration for all New Mexicans.
MISSION
To significantly enhance capacity, competitiveness and impact in world class research and
creative activity by tenure track, tenured and research faculty, graduate students and
postdoctoral fellows, research staff and undergraduates.
THE STRATEGIC PLANNING PROCESS At the beginning of fiscal year 2017, the Office of the Vice President for Research (OVPR)
assembled a diverse Research Strategic Planning (RSP) Committee of faculty and staff
members from colleges across UNM’s main campus to oversee the process of developing a
strategic plan to realize and execute the vision and mission presented above. The goal was to
complete the plan by March 2017, so that implementation could coincide with the annual
budgeting cycle. OVPR personnel comprised the RSP Leadership Team and each faculty
member on the committee was assigned to help lead a Working Group in an area that the RSP
Committee deemed to be critical to achieving its mission. The six formal Working Groups (WGs)
were Environmental Scan, Research Excellence, Human Capital, Research Infrastructure, State
and Federal Relations and Corporate Relations. Each WG was led by members of the RSP
Committee and included additional faculty and staff members considered to be expert in the WG
focus. In turn, each WG gathered data through interviews of key internal and external experts
and surveys of relevant UNM personnel. In sum, the draft reports produced by the WGs by
January 1, 2017 included input from hundreds of internal stakeholders and many external
experts. The RSP Committee, each WG and their sources mobilized quickly and worked
efficiently and effectively to assemble their reports; this considerable, determined and concerted
effort is a testament to the dedication of our community to improving UNM as a research
institution. Following collection of the reports, the RSP Leadership team worked with each WG
to develop a logical and impactful set of recommendations, and then worked with units and
organizations across campus to obtain feedback and buy-in on the plan assembled. The
resulting final set of objectives, tasks, metrics and timelines are presented herein. This strategic
plan focuses on the UNM main campus research enterprise, which serves our four branch
campuses as well.
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RESEARCH AT UNM
At UNM, students, faculty and staff excel in a wide
range of research, creative and innovation
activities (herein, for simplicity, referred to
collectively as research) and contribute
substantially to our society’s intellectual, artistic
and economic well-being. Excellent research
across a diversity of disciplines is a signature of a
world-class research university. UNM is a
comprehensive, Carnegie-designated Research 1
university, and is the nation’s only flagship state
university that is also a Hispanic Serving
Institution (HSI). The OVPR serves eleven
colleges and four branch campuses by providing
infrastructure for proposal submission and award
execution as well as promotional activities to
recognize research excellence. The OVPR also implements initiatives to stimulate growth of
UNM’s research enterprise including facilitating both strategic and grass-roots collaborations
with other research institutions in New Mexico including Sandia and Los Alamos National
Laboratories, the Air Force Research Laboratory, the UNM Health Sciences Center, the Mind
Research Network, New Mexico State University and New Mexico Tech, as well as with
industry. The significant effective decrease of financial support from the State for higher
education in recent years has placed a serious strain on the research mission of the university,
leading to a decrease in the rate of replacement of research-active faculty and elimination of
salary enhancements to reward excellence in research. These effects on research have a direct
and negative impact on the university’s budget and its core mission of educating students. To
get a full view of the landscape in which UNM engages in research, please see the RSP’s
Environmental Scan.
HIGHLIGHTS OF THE RESEARCH STRATEGIC PLAN
Even though the membership of the RSP Committee was very diverse, and each group worked
independently on their respective Working Group charges, there were consistent themes that
emerged from their findings. First, it was generally acknowledged that UNM needs a better
system for documentation of accomplishments and excellence across the diversity of research
and creative scholarly works in which our faculty, staff and students engage. Such a system will
allow the creation of a more vibrant process for acknowledging and rewarding research
excellence, and will also provide a rational and fair means by which to make strategic
investments that can be used to catalyze further research activity and excellence. Similarly,
researchers that create connections across the diversity of research activities at UNM through
interdisciplinary scholarship should be acknowledged and promoted. Second, it was uniformly
acknowledged that UNM can and should enhance the quality of service and efficiency in its
infrastructure for submitting proposals and administering grants and contracts. Likewise,
UNM RESEARCH FY16 (Main and Branch Campuses)
Principal Investigators: 365
Doctoral Degree Programs: 37
Doctoral Degrees Awarded: 200
Research Expenditures: $122.4M
(Source: UNM Office of Institutional Analytics, Office of Sponsored Projects)
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awareness of UNM’s capabilities for performing
research should be enhanced to make the most
of our physical and human resources, including
through collaborative research. Third, UNM must
establish a proactive culture of effectively
partnering with external entities that can have a
significant positive impact on our research
capabilities. These will include our federal and
state governmental representatives, funding
agency personnel, our proximal DOE and DOD
national laboratories / facilities and local and
global industries. A final common thread that
emerged was acknowledgement of the resource
limitations that exist at UNM for support of
research infrastructure. As such, it is telling that
the explicit recommendations from the faculty
and staff groups generally focus on maximizing
efficiency rather than substantial (re)allocations
of existing or new resources. The modest monetary and human resource investments outlined
herein should be achievable over the next 4-5 years within the current OVPR funding model.
FURTHER RECOMMENDATIONS
Income from research contracts and grants is the third largest contributor to UNM’s operating
budget, and, unlike the other two large contributions (tuition and fees, state appropriations), it
represents a revenue source that can, in principle, grow substantially without significantly taxing
New Mexicans. What’s more, increasing research revenue would have an overall positive effect
on several measures of success for our university, including increase in enrollment, student
opportunity and success, and compensation and retention of highly qualified faculty and staff.
While the approved mission of this RSP process was not specifically focused on generation of
revenue, research expenditures represent a primary metric by which research universities are
ranked. As noted above, this strategic plan can be executed within the constraints of the current
OVPR funding model. Moreover, it provides excellent examples of strategies and tactics that
could be implemented to enhance dramatically UNM’s stature as a research institution if
additional resources to support the growth are provided. The OVPR thus recommends that the
incoming UNM administration and the Board of Regents identify funds to serve as a stimulus to
enhance UNM’s research capacity. By providing a new source of funds to implement the types
of strategic and tactical stimuli identified herein (e.g., strategic hiring, seed funding, performance
incentives, investment in research infrastructure), a modest investment (e.g., $10M over the
next five years) could yield more than an order of magnitude return in research revenue.
UNM REVENUES FY16 (Main and Branch Campuses)
(http://budgetoffice.unm.edu/assets/documents/budget/consolidatedbudget2016.pdf)
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SY NO PSES O F W O RKI NG G ROUP RE CO M M END AT I O NS
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RESEARCH EXCELLENCE
Melanie Moses (Chair), Caroline Smith (Co-Chair), Vince Calhoun, Julie Coonrod, Kathryn
McKnight, Mary Anne Newhall, Christine Sims, Tom Turner
The broad goals of the Research Excellence Working Group (REWG) were to characterize the
breadth and depth of excellent research on the UNM main campus and to make
recommendations to ensure that UNM continues to be one of the world's great research
universities. The REWG attempted to identify the breadth of excellent research across large and
small departments and centers at UNM, particularly those areas that are recognized as having
significant national and/or local impact but have not been broadly recognized at UNM. The
REWG also sought to highlight excellent UNM research that is distinctive, particularly research
related to the environment, diverse communities, and natural and technological resources of
New Mexico. The REWG also aimed to highlight interdisciplinary research, particularly research
that draws from multiple schools to answer questions of national, global and regional
importance.
OBJECTIVES, TASKS & METRICS
RE-1 Develop a mechanism to assess and communicate research excellence across the
diversity of research programs on campus.
1A: The OVPR will provide input to the Provost's Office in their efforts to develop and
implement a campus-wide Faculty Annual Activity Report (FAAR) system. Specifically,
OVPR will provide input on collection of data on research, creative and related activities
(herein simply referred to as "research") on main campus.
Metric: A campus wide mechanism will be in place for annual collection of data on faculty
research activity that acknowledges the diversity of such activities across campus.
1B: The OVPR will also work with the ADRs to analyze the data with respect to the
diversity of excellence in research and will distribute a report (i.e., the OVPR's Annual
Report) to university leadership, faculty listservs and will post the report to the OVPR
website. A part of this analysis will be the identification of cross-cutting areas of research
strength.
Metric: An annual report of research related activities will be disseminated in which cross-
cutting areas of research strength are identified.
1C: The OVPR will collaborate with the Provost's Office with the goal of creating and
publishing a searchable database with the data acquired through the annual FAAR.
Metric: A searchable database that is updated annually will be in place to inform
administrative policy and budgetary decisions and to inform efforts at increasing
collaboration across campus.
1D: To help inform resource allocations, the OVPR will communicate identified cross-
cutting areas of research strength and areas of existing and growing research
excellence to the Provost, Deans, Chairs and campus community.
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Metric: Resource allocation including start-up funding for new faculty hires will be directed
toward areas of research excellence and those representing cross-cutting areas of
research strength.
RE-2 Develop a plan for investments into new research areas.
2A: The OVPR will immediately augment efforts within the three most promising areas
as identified in Research Excellence report (i.e., social and cultural place-based
research relating to the southwest, renewable energy and "water in the west") by
supporting efforts to develop externally funded proposals in each of these areas.
Metric: Increase in research proposals and awards in the emerging areas. Performance
of the identified areas will be evaluated by June 30, 2018.
2B: The OVPR will utilize the data acquired from the FAAR to determine possible new
areas for investment. Resources (financial and otherwise) will be made available to
areas identified as cross-cutting priorities.
Metric: Increase in research activity in the areas provided with additional investment.
Performance of the identified areas will be evaluated annually.
2C: The OVPR will proactively communicate an UNM vision for research (i.e., on the
OVPR website, the OVPR Annual Report and through presentations) that includes areas
of cross-cutting strength and planned investments into priority research areas.
Metric: Enhanced awareness of research activities and investments in new research
areas, as evaluated through annual Research Strategic Plan Survey
RE-3 Improve and encourage excellent interdisciplinary research
3A: The OVPR will work with the Provost's Office to address items identified in the 2013
Provost's Report on Interdisciplinary Research and Education. In addition, the OVPR
will stress the importance of research in any efforts being undertaken toward new
interdisciplinary programs by the Provost Office.
Metric: Interdisciplinary Research will be prominent in the strategic plans of newly
developed Provost's initiatives on interdisciplinary.
3B: The OVPR will initiate a closer working relationship with the Office of Community-
Engaged Research.
Metric: The Director of the Office of Community Engaged Research is added as a
member of the ADR/CD group and included in meetings and discussions.
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HUMAN CAPITAL
Jeremy Edwards (Chair), Rebecca Blum-Martinez (Assoc. Chair), April Davidson, Virginia
Scharff, Tim Lowrey, Paul Schwoebel, Julia Fulghum, Kateryna Artyushkova, Kiyoko Simmons
The goal of the Human Capital Working Group is to examine relevant data on faculty and staff
to develop a comprehensive plan to create and sustain a dynamic, diverse, and effective
research work force. We were also charged with developing an incentive plan to encourage
maximal productivity from UNM researchers with the ultimate goal of increasing sponsored
research. More specifically, we will identify the main characteristics of the successful research
active faculty and staff.
OBJECTIVES, TASKS & METRICS
HC-1 Recognize and Publicize Research Contributions and Research Excellence
1A: The OVPR will work with the Research Policy Committee (RPC) to enhance the
Annual Research Excellence Awards program to include additional categories (for
example: interdisciplinary research, non-senior award categories). The OVPR will host
an award ceremony to recognize the awardees. A reception for PIs will be held following
the ceremony. The OVPR will review with RPC the possibility of adding a monetary
component to the awards.
Metric: Increased awareness of research award program as ascertained through
trajectory in number of nominations. Enhanced recognition for outstanding research
achievements as assessed on an annual basis through RSP survey.
1B: The OVPR will engage the UNM Alumni Association to explore the possibility of
creating a research related award.
Metric: Enhanced recognition for outstanding research achievements as assessed on an
annual basis through RSP survey.
1C: The OVPR will highlight researcher activities on the OVPR website (a minimum of
once/month) and through increased PR work (bimonthly and on ad hoc basis).
Researchers for whom a press release is submitted will be invited to a hosted lunch with
their ADR and the VPR/AVPR.
Metric: Enhanced awareness of researcher activities as assessed on an annual basis
through RSP survey
HC-2 Identify and Assist in Providing More Time for Investigators to Conduct Their
Research
2A: The OVPR will allocate funds (initially up to $30K/year) for course release (for Main
Campus researchers) and will work with the Research Allocations Committee (RAC) to
set up equitable means for awarding these funds.
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Metric: Increased numbers of research proposals and awards received as a result of
course release. This will be reviewed annually by the OVPR and fund may be increased
or decreased based upon success of the program.
2B: The OVPR will allocate seed funds (initially $20K/year) to support fields with limited
external funding and will work with the RAC to set up equitable means for awarding
these funds.
Metric: Increased number of research projects enabled as a result of these funds. This
will be reviewed annually by the OVPR and fund may be increased or decreased based
upon success of the program.
2C: The OVPR will coordinate with Graduate Studies and the Subject-Area Librarians to
develop a Pilot Program where graduate students provide support for proposal
preparation for departmental research involving graduate student researchers.
Metric: Effectiveness of pilot program to be assessed by graduate student researchers,
PIs, FRDO, OSP, Subject-Area Librarians and Graduate Studies. Administrative burden
for research is reduced as ascertained by survey of PIs participating in pilot program.
2D: The OVPR will convene a task force to study how research administrative support is
allocated throughout the campus. The task force will identify opportunities for enhanced
administrative support for researchers. The task force will provide recommendations to
the VPR for evaluation and resource allocation.
Metric: Reduced administrative burden to researchers to allow for more time conducting
research as ascertained through annual RSP survey.
HC-3 Foster an Environment of Support and Mentorship within the Research Community
3A: The OVPR will coordinate with the ADVANCE program to develop a
mentorship/support program for junior faculty and underrepresented faculty members.
Volunteer expert, senior level faculty, and national laboratory retirees will be recruited to
support this program. The new program will sponsor events to gain awareness and
support mentorship activities.
Metric: Participating junior and underrepresented faculty will be surveyed to determine
the effectiveness of the program.
3B: The OVPR will explore opportunities to leverage expertise from National Laboratory
retirees (both researchers and senior managers).
Metric: Increased engagement with local human resources outside of UNM.
HC-4 Create a Task Force for the Establishment of Incentives for Research Excellence
4A: The Provost's Office will convene a task force to establish and implement a policy for
salary incentives for research active faculty.
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Metric: Participation of faculty in incentive program(s). Department Chairs and Center
Directors will be surveyed to determine if the faculty are aware and taking advantage of
the available incentives.
4B: The task force will consider means to normalize flexible appointments across
colleges as a way to incentivize research
Metric: Promulgation of normalized, flexible appointment policy. Department Chairs and
Center Directors will be surveyed to determine if the faculty are aware and taking
advantage of the available incentives.
4C: The task force will develop a plan for future cross-department appointments
(joint/secondary appointments; cluster hires) that includes promotion and tenure
considerations.
Metric: Enhanced number of cross-department appointments. Department Chairs and
Center Directors will be surveyed to determine if the faculty are aware and taking
advantage of the available incentives.
4D: The task force will explore the possibility of providing options in the honorific titles
given to distinguished professors.
Metric: Guidelines are developed and provided for distinguished professors to be
bestowed honorific titles.
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INFRASTRUCTURE
Christopher C. Witt (Chair), Theodore Jojola (Co-Chair), Karl Benedict, Katie Witkiewitz, Joel
Straquadine, Steve Cabaniss, Abhaya Datye, Kathryn Jacobson, Linda Petree, Jennifer Kavka,
Mary Jo Daniel, Emily Ballo
The goal of this working group was to assess the research infrastructure on UNM Main
Campus, and to make recommendations on the basis of that assessment. Research
infrastructure comprises facilities, service centers, major equipment, instruments, technologies,
and administrative support units that provide or enhance research capability or capacity.
OBJECTIVES, TASKS & METRICS
I-1 Improve efficiency of research administrative services provided by the Office of
Sponsored Projects and Contract and Grants Administration and improve coordination
between OVPR research support (FRDO) and OSP.
1A: OVPR leadership will provide input into the goals and annual performance review of
the OSP Director to ensure a consistent focus on a PI/customer service approach and
will meet at least monthly with financial services leadership to review processes and
collaborations between OSP and FRDO.
Metric: Improved customer service in OSP as ascertained through annual RSP Survey.
1B: The OVPR will engage with the Comptroller to establish a visiting committee to
conduct an external evaluation of OSP procedures and processes to suggest improved
approaches.
Metric: External evaluation completed and report of findings and recommendations
submitted.
1C: The OVPR and OSP will implement and evaluate a pilot project in which one or two
CGAs from OSP are voluntarily assigned to a College Dean's office (or equivalent) to
work as part of a research team that includes an ADR (or equivalent) and an FRSO.
Metric: Evaluation of pilot is completed by CGA(s), OSP Director, ADR, Director of
FRDO and AVPR.
1D: The OVPR and the Director of FRDO will work with OSP to evaluate and improve (if
necessary) the quality of data and data reporting in Cayuse. The OVPR website will link
to the new OSP dashboard.
Metric: Data in Cayuse is accurate and reliable. Researchers, leadership and
administrators can access research award data reports in a timely, efficient manner.
I-2 More efficiently manage research equipment and facilities and plan strategically for
future needs.
2A: OVPR will create a standing Large Equipment Advisory Group (LEAG) comprised of
representatives of A&S, SOE, Category 3 Centers, and PPD (i) to identify significant
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gaps in research equipment, (ii) to serve as the limited competitions review committee
for major instrumentation programs and (iii) to serve as the review committee for the
internal equipment fund (see 2.C)
Metric: Equipment gaps identified are filled, enabling submission of proposals in new
areas; success in MRI proposals.
2B: OVPR and LEAG will coordinate the development and annual update of a main
campus Research Equipment Inventory of shared-use equipment.
Metric: Inventory completed and use of shared equipment increases.
2C: OVPR and LEAG will reinstate the internal equipment fund (if funds are available) to
repair/update key research equipment through a competitive process.
Metric: Funds allocated through competitive process.
2D: The OVPR will invite the FAMIS Data Manager to make a presentation to ADRs and
Center Directors each year to communicate the importance of keeping the FAMIS
database updated with accurate information. In addition, the OVPR will invite
representatives from PPD & PDC to make a presentation to ADRs and Center Directors
regarding how to access architectural and engineering services.
Metric: FAMIS data is deemed reliable by FSM and other users
2E: The OVPR will engage with PPD and the PDC to provide input into the facilities
master plan to identify future research facility needs and funding sources.
Metric: Research facility needs included in Capital Request to Legislature (based on
master plan).
I-3 Improve OVPR visibility and effectiveness in supporting research
3.A OVPR will develop a mission statement and incorporate a stronger customer service
based approach.
Metric: Mission statement along with Research Strategic Plan will be posted on OVPR
website. Perceptions of faculty will be assessed in annual RSP survey and survey results
will be made available on the OVPR website.
3B: VPR and/or AVPR (with the appropriate ADR) will regularly attend department
faculty meetings to hear and address research concerns and promote OVPR mission
and services.
Metric: # of meetings attended each semester
3C: The OVPR will create an easily accessible "road map" of the UNM research process
and resources to be posted on the OVPR website.
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Metric: Ease of access and one-stop-shop for process/resource information for
researchers/research staff
3D: The OVPR will serve as an advocate for the research community and will continue,
on a case-by-case basis, to assist and facilitate interactions with support offices to
ensure that important research needs are met in a timely and satisfactory manner.
Metric: Increased satisfaction of research community with OVPR advocacy as
ascertained through annual RSP Survey.
I-4 Improve research IT capacity and services
4A: OVPR will provide input into Central IT restructuring process to ensure research
computing needs are addressed.
Metric: Faculty satisfaction with Central IT support of research increases in annual RSP
survey.
4B: CARC will develop a strategic plan to better meet the needs of their users and
expand services to future users. In the strategic plan, they will develop a funding model
to enable the expansion of CARC's research support that does not solely rely on OVPR
funding.
Metric: Number of CARC users increases.
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FEDERAL & STATE GOVERNMENTAL RELATIONS
Karl Benedict (Chair), Ivan Deutsch (Co-Chair), Gabriel Sanchez, Anne Jakle, Melissa Binder,
Shirley Baros, Meriah E. Heredia-Griego.
The goal of the Working Group on Federal and State Governmental Relations (FSGR) is to
examine UNM's current practices as they relate to 1) the development and execution of the
institutional legislative priorities and initiatives; 2) activities and alliances with federal
laboratories (including national laboratories and other federally funded labs); and 3) building and
maintaining linkages with funding agencies at the regional, state and federal levels. From the
results of this background work, the working group is to develop recommendations for ways in
which UNM can 1) improve its performance in the areas of developing and achieving its
legislative priorities, 2) more effectively build and maintain productive relationships with federal
laboratories, and 3) enhance the competitiveness of UNM's researchers through expanding and
improving relations with sponsoring agencies.
OBJECTIVES, TASKS & METRICS
FSG-1 Improve the Process of Developing UNM's Federal and Legislative Priorities as it
Relates to UNM's Research Focus Areas
1A: The OVPR will coordinate with the Office of Government and Community Relations
to organize forums to consult annually with ADRs, Center Directors and other key
campus stakeholders on recommendations that will be developed into UNM's legislative
priorities.
Metric: Enhanced awareness and participation in recommendations for legislative
priorities as ascertained through annual RSP survey
1B: The OVPR will work with the Office of Government and Community Relations to
seek NM legislative appropriation for cost share on grants that contribute significantly to
institutional infrastructure.
Metric: Legislative appropriation designated for cost share of major federal grants.
FSG-2 Improve and Grow the Relationships with the National Laboratories
2A: The OVPR will work with the Assoc. Provost for National Laboratory Relations to
monitor the National Labs for new research and collaborative opportunities.
Metric: Yearly progress report of potentially new research and collaborative opportunities
to ADRs/CDs.
2B: The OVPR will work with the Assoc. Provost for National Laboratory Relations to
seek new opportunities for joint ventures between UNM and the national laboratory
partners.
Metric: Submission of a proposed new joint venture between SNL/UNM and LANL/UNM
U N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C H
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2C: The OVPR Staff will review mechanisms for graduate students to perform Ph.D.
dissertation research at the labs using the AML and CQuIC as case studies.
Metric: Development of a draft for a policy for graduate students to conduct dissertation
research at the national laboratories.
2D: The OVPR will work with the Assoc. Provost for National Laboratory Relations and
the Senior Vice Provost for Academic Affairs to review and disseminate the eligibility,
roles, and responsibilities for laboratory faculty designations. (letters of academic title,
National Laboratory Professors, joint hires)
Metric: Review is completed and dissemination to department chairs has occurred.
2E: The OVPR will work with the Provost's Office (Faculty Affairs) to develop the jointly
crafted and well-communicated processes for effectively and efficiently supporting joint
hires with the national laboratories.
Metric: The jointly crafted process for joint hires has been disseminated to department
chairs and center directors.
FSG-3 Strengthen Institutional Linkages and Enhance Relationships with Funding
Agencies
3A: The OVPR Staff will develop a strategy for systematically identifying and promoting
opportunities for senior UNM researchers to serve in funding agency rotator positions.
Metric: OVPR will liaise with funding agencies and identify senior faculty to apply for
rotator positions.
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CORPORATE RELATIONS
Gabriel Lopez (VPR, Chair), Steve Brueck, Jeremy Edwards, Michele Huff, Lisa Kuuttila, Edl
Schamiloglu, Wendy Stires, Richard Larson, Jeffrey Norenberg, Eric Prossnitz, Angela
Wandinger-Ness
The broad goal of this group was to examine the current range of industrial interactions at UNM
and propose new ways in which UNM can dramatically increase corporate-sponsored research.
The group focused specifically on enhancing sponsored research agreements and gifts directly
from corporate partners. It did not focus on enhancing SBIR/STTR funding, IP licensing and
start-up formation, industrial service agreements, nor clinical trial agreements. Means to achieve
the broad goal included: (i) reviewing academic corporate relations initiatives nationally and at
selected exemplar institutions; (ii) identifying and assessing current mechanisms by which UNM
is successful in securing industrially funded research, as well as barriers to such success; and
(iii) reviewing institutional infrastructure at UNM (specifically OVPR, STC.UNM, UNM
Foundation, OSP and OUC) for effectively engaging with corporate sponsors of research and
identify best practices for approaching corporations, intellectual property agreements,
publication agreements and contracting.
OBJECTIVES, TASKS & METRICS
C-1 Establish a Cross-Campus Roundtable for Corporate-Sponsored Research
1A: Convene a round-table (i) to optimize current campus infrastructure to maximize
effectiveness of corporate relations and corporate-sponsored research, and (ii) to
provide a regular forum for informational exchange regarding corporate relations.
Metric: For continuation, establishment of the Roundtable should increase corporate-
sponsored research 10%/year, on average, over ther next 4 years.
1B: Transition Roundtable into a formal Internal Advisory Committee (IAC) for a virtual
Office of Corporate-Sponsored Research.
Metric: Traffic to the virtual office will be monitored and analyzed for potential correlations
to increase in corporate-sponsored research. Specific functions and components of the
virtual office that are particularly effective will be bolstered.
1C: Secure Funding for dedicated personnel for the Office of Corporate-Sponsored
Research. The Roundtable/IAC of the Office of Corporate-Sponsored Research will
seek funding (internal and external) to provide staff support for the Office's functions.
Metric: Proposals and grants for internal and external funding to support the mission of
the Roundtable/IAC will be monitored and fostered. These proposals can be from any of
the units supporting the Roundtable/IAC.
C-2 Establish a Comprehensive UNM Web Portal for Corporate-Sponsored Research
2A: The Roundtable/IAC will construct a user-friendly, easily searchable, web portal that
will form the basis of a virtual UNM Office of Corporate-Sponsored Research.
U N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C H
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Metric: Traffic to the UNM Web Portal will be monitored and analyzed for potential
correlations to increases in corporate-sponsored research.
2B: Add to the Web Portal easy access to UNM policies (e.g., IP policies, indemnification
policies, F&A policies) so that industrial sponsors can have easy access to the basic
terms and conditions by which UNM can engage in sponsored research and clear
explanations of the reasons for these policies.
Metric: Traffic and downloads to these parts of the UNM Web Portal will be monitored
and analyzed for potential correlations to increases in corporate-sponsored research.
Specific functions and components of the virtual office that are particularly effective will
be made more prominent on the Portal's homepage.
2C: Add to the Web Portal an Experts Registry that will allow prospective industry
sponsors to easily gain knowledge about the capabilities of UNM investigators and
infrastructure facilities that are of potential benefit to their business mission.
Metric: Traffic and downloads to this part of the UNM Web Portal will be monitored and
analyzed for potential correlations to increases in corporate-sponsored research.
Participating investigators and infrastructure facilities will be surveyed to obtain their
views of the effectiveness of the Experts Registry.
C-3 Establish New Model for OSP (Pre-Award and Post-Award) to Facilitate Corporate-
Sponsored Research
3A: The Roundtable/IAC will work with OSP to identify CGAs in Pre-Award that are (or
will be trained to become) expert in engaging with industry and negotiating corporate
funded research contracts. Depending on increase in demand, 1 or 2 CGAs will be
given explicit job duties that allow them to facilitate corporate-funded research across
the main campus. These duties will include interfacing with OUC as necessary on
complex contract negotiations.
Metric: Turnaround time for completion of negotiations with corporate research funders
will be monitored and correlations with increases in corporate funding rates will be
sought. A set of PIs who routinely secure corporate-funded research contracts will be
chosen as a "focus group" and will be surveyed as to their satisfaction in new processes
implemented and their recommendations for further improvements.
3B: The Roundtable/IAC will work with OSP to identify contract fiscal monitors
(accountants) in Post-Award who are expert in regulations regarding corporate-
sponsored research including fixed price contracts. Depending on increase in demand,
1 or 2 CGAs will be given explicit job duties that allow them to facilitate corporate-funded
research across the main campus. These duties will include interfacing with Purchasing,
HR and other UNM departments as necessary to implement nonstandard contracts.
Metric: A set of PIs who routinely secure corporate-funded research contracts will be
chosen as a "focus group" and will be surveyed as to their satisfaction in new processes
implemented and their recommendations for further improvements.
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3C: The Roundtable/IAC will work with OSP (Pre-Award and Post-Award) to minimize
and mitigate instances when companies default on payments for services in
Subcontracts (e.g., in SBIR and STTR Programs). In Pre-Award, such Subcontracts can
be negotiated to be either fixed price, or so that a minimum amount of the Subcontract is
provided up-front (e.g., 50%) to minimize the threat of default on the Subcontract. In
Post-Award, billing for services rendered can be expedited on a monthly basis and, if
payment is not made within a specified number of days (e.g., 15 days), performance of
the contract can be stopped.
Metric: A set of PIs who routinely secure corporate-funded research contracts will be
chosen as a "focus group" and will be surveyed as to their satisfaction in new processes
implemented and their recommendations for further improvements.
U N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C H
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T ENT AT I VE T I M EL I NE
Tasks SpringFY17 FallFY2018 SpringFY18 FallFY19 SpringFY19 FallFY20 SpringFY20C-1A
C-3B
HC-1A
HC-1C
HC-2C
HC-4D
I-1A
I-1D
I-2D
I-3A
I-3B
I-3C
I-3D
I-4A
I-4B
RE-2A
RE-2C
RE-3B
FSG-1A
FSG-2A
FSG-2B
FSG-2D
HC-1B
I-1C
I-2A
I-2B
I-2C
C-1B
C-2A
C-2B
C-2C
C-3A
C-3C
HC-2A
HC-2B
HC-2D
HC-4A
HC-4B
HC-4C
I-1B
RE-1A
RE-1B
RE-1C
RE-1D
RE-2B
FSG-1B
FSG-2C
FSG-2E
HC-3A
HC-3B
I-2E
FSG-3A
C-1C
RE-3A
Corporate=C
ResearchExcellence=RE
HumanCapital=HC
Fed/StateGovernmentRelations=FSG
Infrastructure=I
Spring FY17=01/01/2017-06/30/2017FallFY18=07/01/2017-12/31/2017
Spring FY18=01/01/2018-06/30/2018
FallFY19=07/01/2018-12/31/2018
Spring FY19=01/01/2019-06/30/2019FallFY20=07/01/2019-12/31/2019
SpringFY20=01/01/2020-06/30/2020
U N M O F F I C E O F T H E V I C E P R E S I D E N T F O R R E S E A R C H
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ACK NO W LEDG M ENT S
Thank all individuals interviewed (not by name but perhaps by office)
Thank all survey respondents.
Thank all collaborators on the plan
Thank all who made substantive input to the socialization
Office of Academic Affairs
Regents’ and Distinguished Professor/ Lecturer Recognition
Virginia Scharff
Associate Provost for Faculty Development and
International and Interdisciplinary Initiatives
Academic/Student Affairs & Research Committee
March 2nd 2017
Office of Academic Affairs
From the UNM Faculty Handbook
2.2.4 Regents’ Professor and Regents’ LecturerCriteria for these honorific titles are established at the college level with nominationsforwarded by the dean to the Provost/VPHS. The term of appointment is three years.Individuals may be named more than once for Regents’ appointments, although appointmentsmay not be made for successive terms. The title "Regents’ Professor" may be retained duringthe balance of an awardee’s career. Awards may not be given to administrators, but will not bewithdrawn from faculty members who become administrators.
Office of Academic Affairs
From the UNM Faculty Handbook
2.2.5 Distinguished Professor(a) Individuals who have demonstrated outstanding achievements and are nationally and internationally renownedas scholars may be considered for this faculty rank. This is the highest faculty title the University bestows and is usedonly for a few of its most prominent faculty members.
(b) The Nomination Procedure originates at the department level and must have the recommendation of thedepartmental and/or college faculty with which the candidate is now or would be affiliated. Upon receiving arecommendation, the Provost shall, in consultation with the Faculty Senate Operations Committee, appoint aUniversity-wide committee of no fewer than five non-administrative senior faculty who shall review the nominee’sdossier and make appropriate recommendations to the Provost who makes the appointment. The position ofDistinguished Professor is not proprietary with a department or college. Upon termination of employment of adistinguished professor, the title may not be passed on to another individual unless the procedure described hereinhas been followed.
Office of Academic Affairs
Historical Overview of Regent Professor/ Lecturer Recognition
Anderson School Of Managment
College of Arts & Sciences
College of Education
College of Fine Arts
School of Architecture and Planning
School of Engineering
School of Law
University Libraries & Learning Sciences
UNM Valencia
0 10 20 30 40 50 60
Historical Break Down by College of Total Award Recipients190 Total 1982-Present
Office of Academic Affairs
Current Regent Professor/ Lecturer RecognitionAnderson School of Management Brian Gillespie Regents' Lectureship MIDS 2016-2017
College of Arts and Sciences Cahill, Cathleen Regents' Lectureship History 2016-2019
College of Arts and Sciences Goldstein, Alyosha Regents' Lectureship American Studies 2016-2019
College of Arts and Sciences Grey, John Regents' Lectureship Chemistry/ChemBio 2016-2019
College of Arts and Sciences Graham, Timothy Regents' Professorship History 2015-2018
College of Arts and Sciences Deutsch, Ivan Regents' Professorship Physics & Astro. 2015-2018
College of Arts and Sciences Taber, John Regents' Professorship Philosophy 2015-2018
College of Education Mathew Leberger Truelove Regents' Lectureship IFCE 2016-2019
College of Education Susan Copeland Regents' Professorship Educational Specialties 2016-2019
School of Architecture and Planning Katya Crawford Regents' Lectureship Landscape Architecture 2016-2019
School of Architecture and Planning Chris Wilson Regents' Professorship Landscape Architecture 2016-2019
School of Engineering Meeko Oishi Regents' Lectureship Electrical and Computer Engineering 2015-2018
School of Engineering Eva Chi Regents' Lectureship Chemical and Biological Engineering 2016-2019
School of Engineering Sang M. Han Regents' Professorship Chemical and Biological Engineering 2015-2018
School of Law John LaVelle Regents' Lectureship School of Law 2016-2019
School of Law Kevin Washburn Regents' Professorship School of Law 2016-2019
Office of Academic Affairs
Ad Hoc Committee on UNM Seal
Virginia Scharff
Associate Provost for Faculty Development and
International and Interdisciplinary Initiatives
Academic/Student Affairs & Research Committee
March 2nd 2017
Office of Academic Affairs
Ad Hoc Committee on UNM Seal
At the request of Acting President (then Provost) Abdallah, I convened an Ad Hoc Advisory Committee, representing constituencies across the University and in the community, to consider retirement of the current official UNM Seal, and to discuss a process for, and the cost implications of replacement of the Seal.
Office of Academic Affairs
List of Committee Members
Virginia Scharff, Associate Provost for Faculty Development, convener
Josephine De Leon, Vice President, Division for Equity and Inclusion
Valerie Romero-Leggett, Vice President for Equity and Inclusion, UNM HSC
Pamela Agoyo, Director, American Indian Student Services
Kyle Biederwolf, President, ASUNM
Glenda Madden, President, GPSA
Robert Sutter, President, Medical Students Association
Elizabeth Hutchison, Co-Chair, Faculty Senate Council on Governance
Kenedi Hubbard, University Secretary
Kymberly Pinder, Dean, CFA
Geraldine Forbes Isais, Dean, SAP
Cindy Rooney, Director, UNM-Taos
Michael Trujillo, Associate Professor, American Studies
Glenabah Martinez, Associate Professor, LLSS
Robin Minthorn, Assistant Professor, LLSS, Kiva Club Advisor
Tey Mariana Nunn, Visual Arts Program Director, National Hispanic Cultural Center
Matthew Rembe, Executive Director, Los Poblanos
Demetrius Johnson, President, Kiva Club
Office of Academic Affairs
Recommendation of Ad Hoc Committee on UNM Seal
1. We recommend that the President recommend to the UNM Regents the retirement of the current official UNM Seal.
2. We recommend adoption of a version of the current UNM Commercial seal as an interim official Seal for the university.
Office of Academic Affairs
Costs of retiring and replacing the Seal.
• Cost-neutral measures could be implemented immediately,
• Additional funds would be needed to remove or replace the Seal at the university’s entrances, replace podiums in various locations throughout the university, and create and implement a permanent new design throughout UNM.
Office of Academic Affairs
Current UNM Seal UNM Commercial Seal
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