Asar March Agenda Book - Office of the Provost

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


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


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


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


(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

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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 *

http://www.naceweb.org/uploadedFiles/Content/static-assets/downloads/executive-summary/2014-april-salary-survey-executive-summary.pdf

http://www.payscale.com/college-salary-report/majors-that-pay-you-back/graduate-degrees?page=20

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

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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

2

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.


3

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


4

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


5

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

6

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


7

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)


8

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

http://budgetoffice.unm.edu/assets/documents/budget/consolidatedbudget2016.pdf


9

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


10

Questions?Research strategic planning process website:

RESEARCH.UNM.EDU/RESEARCH-STRATEGIC-PLAN

Contact Dr. Ricardo Maestas:

[email protected]


11

Appendices


12

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


13

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


14

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


15

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


16

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


17

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


18

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)

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.


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.


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.


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


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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.


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.


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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




R E S E A R C H 2 0 2 0 PAGE 19 OF 21

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




R E S E A R C H 2 0 2 0 PAGE 20 OF 21

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


R E S E A R C H 2 0 2 0 PAGE 21 OF 21

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


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.


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.


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


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


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


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.


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


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.


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.


Current UNM Seal UNM Commercial Seal

Documents

Asar March Agenda Book - Office of the Provost