Texas Tech University Research, Scholarship and Creative Activity--- Preparing for the Next Ten Years

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Texas Tech University Research, Scholarship and
Creative Activity--- Preparing for the Next Ten
Years

• Taylor Eighmy
• Vice President for Research
• Office of the Vice President for Research (OVPR)
• August 10, 2010

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The purpose of this kick off strategic planning
meeting for theOVPR Division and our guests is
to

• Introduce
• Bring together
• Inform
• Focus on our mission, goals, objectives
• Understand many dynamic aspects--- others already
  have provided important input
• Seek your initial input for the development of
  the strategic plan for the division
• Ultimately help implement the TTU Strategic Plan

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Agenda

• 200-215 Introductions
• 215-300 Presentation
• 300-3-15 Break
• 315-330 OVPR web site presentation
• 330- 345 Charge to the break out groups
• 345- 515 Break out groups
• 515- 600 Reconvene and reporting
• 600-700 Social

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Documents and Web Sites Provided to You

• Documents
• Strategic Plan
• Strategic Plan for Research
• Strategic Plan SWOT for Research
• Enhancing Research Revenue Committee
  Recommendations
• RCM Presentation

• Web Sites
• http//www.ttu.edu/stratplan/
• http//www.depts.ttu.edu/vpr/
• http//www.ttu.edu/administration/president/rcm/

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How do we get ready for this change?

• We Will Change Significantly Over The Next 10
  Years, Therefore
• How can the OVPR Division and its partners
  prepare for this change now?
• How can we implement the many goals while we
  prepare?
• How can we continue to help our faculty achieve,
  remain compliant, catalyze external
  relationships, communicate, and focus on customer
  service as we evolve?

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TTU OVPR Functional Areas

• Research Services
• Proposal development
• Proposal budgeting
• Proposal submittal
• Award set up
• Sub-contracting
• Contract negotiation
• Re-budgeting and extensions
• Reporting
• Faculty mentoring
• Research expenditures
• Financial compliance (with SPAR)
• Policies

• Research Integrity
• Ethics responsible conduct
• of research
• IACUC animal use and care
• IRB- human subjects
• EHS safety compliance
• Financial conflict of interest
• Misconduct in research and
• scholarly activity
• Collaborative training
• Research compliance
• Policies

• Faculty Development
• Interdisciplinary scholarship academy
• (with Provost)
• Interdisciplinary scholarship initiatives
• Large strategic initiative team (with Deans)
• Faculty mentoring (with Deans and Chairs)
• Individual proposal development
• Work with colleges and departments
• Limited submissions
• Nominations awards

• Strategic Initiatives
• Strategic hires (with Provost)
• Traditional hires (with Provost
• and Deans)
• Congressional efforts
• Corporate and foundation
• partnerships (with OTC and IA)
• NRUF
• Strategic programs, proposals
• and facilities (with Deans and
• RAC)
• Core facilities
• Space

• Finance Administration
• Staff appointments and development
• Budget development
• LARs
• ARRA
• Graduate fellowships (with Grad School)
• HEAF, RDF, CKF disbursement
• Start up packages (traditional strategic)
• FA return
• Payroll, purchasing, HR coordination
• Assist centers/institutes

• Interdisciplinary Centers
• and Institutes
• NW Texas Small Business
• Development Center (NWTSBDC)
• Institute for Comparative and
• Experimental Medicine (ICEM)
• Center for Biotechnology and Genomics
• WISE
• National Wind Resource Center (NWRC)

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Introductions- who is here today?

• Guests
• Provost Bob Smith
• Vice Provost for Planning and Assessment and
  Director of Strategic Planning Valerie Paton
• Associate Vice President and Mary Diaz and
  Communications and Marketing Team
• Dean Fred Hartmeister and the Graduate School
  Staff
• Councils- IRB, IACUC
• Research Advisory Council (RAC)
• Faculty Senate
• Sponsored Programs and Reporting (VPAF)
• TTUS Institutional Advancement
• TTUS Office of Technology Commercialization
• TTUS Health Sciences Center

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What might our strategic planning process look
like?

1. Initial discussions with OVPR division and guests
   (August 10, 2010)
2. Synthesize input, send out for comment to
   division and guests (September)
3. Receive input, synthesize, share with various
   constituencies for more input (e.g., councils,
   colleges) (October)
4. Prepare initial draft for presentation to
   division and guests in a second meeting
   (November)
5. Revise, send out for comment to division and
   guests, re-revise (December)
6. Share with/present revised draft to various
   constituencies (after new year)
7. Calibrate with all other strategic plans under
   development (after new year)
8. Receive feedback, synthesize, share with Division
   and guests, receive input as needed, meet again
   if needed (after new year)
9. Finalize by mid- to late-spring semester

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What are our eight principal drivers?

• 1. TTU Strategic Plan and all the sub-plans
• 2. TTU Strategic Research Plan (required by the
  THECB)
• 3. NRUF
• 4. Great public research university
• 5. Strategic Plan SWOT
• 6. RCM and Enhancing Research Revenue
  Subcommittee
• 7. RCM Implementation
• 8. Budget Constraints for FY11, 12 and 13

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1. TTU Strategic Plan

• MISSION As a public research university, Texas
  Tech advances knowledge through innovative and
  creative teaching, research, and scholarship. The
  university is dedicated to student success by
  preparing learners to be ethical leaders for a
  diverse and globally competitive workforce. The
  university is committed to enhancing the cultural
  and economic development of the state, nation,
  and world.

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1. TTU Strategic Plan

• VISION Texas Tech is a great public research
  university where students succeed, knowledge is
  advanced, and global engagement is championed.

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1. TTU Strategic Plan

• Priority I- Increase Enrollment and Promote
  Student Success
• We will grow and diversify our student population
  in order to improve higher education
  participation and supply a well-equipped,
  educated workforce for the State of Texas.

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1. TTU Strategic Plan

• Priority II- Strengthen Academic Quality and
  Reputation
• We will attract and retain the best faculty in
  the country in order to enhance our teaching
  excellence and grow our number of nationally
  recognized programs.

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1. TTU Strategic Plan

• Priority III- Expand and Enhance Research and
  Creative Scholarship
• We will significantly increase the amount of
  public and private research dollars in order to
  advance knowledge, improve the quality of life in
  our state and nation, and enhance the states
  economy and global competitiveness.

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1. TTU Strategic Plan

• Priority IV- Further Outreach and Engagement
• We will expand our community outreach, promote
  higher education and continue to engage in
  partnerships in order to improve our communities
  and enrich their quality of life.

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1. TTU Strategic Plan

• Priority V- Increase and Maximize Resources
• We will increase funding for scholarships,
  professorships, and world-class facilities, and
  maximize those investments through more efficient
  operations in order to ensure affordability for
  students and accountability to the State of
  Texas.

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1. Strategic Priority 3 Goals and Targets
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1. Strategic Priority 3 Key Strategies

• 1. Utilize the eight strategic research themes to
  advance disciplinary, multidisciplinary, and
  interdisciplinary research.
• (1) Sustainable Society and Economy-Energy,
  Water, Agriculture and the Built Environment
• (2) Computational and Theoretical Sciences and
  Visualization
• (3) Innovative Education and Assessment
• (4) Advanced Electronics and Materials
• (5) Integrative Biosciences
• (6) Community Health and Wellness
• (7) Culture, Communication, Entrepreneurship, and
  Leadership
• (8) Creative Capital-Arts and Design Technologies
•   

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1. Strategic Priority 3 Key Strategies

• 2. Strategically hire research faculty who come
  in with extensive funding with them (e.g.,
  greater than 0.5 to over 1M, depending on their
  discipline) and who will have clear expectations
  and accountability around research performance,
  particularly around research expenditures
  (ranging from 200k to 1M per year, depending on
  their discipline) and doctoral student support
  (discipline dependent).

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1. Strategic Priority 3 Key Strategies

• 3. Increase the number of research proposals
  submitted from 952 in FY 09 to 1000 in FY 2010.
• 4. Increase the square footage of research space
  from 480,775 in FY09 to 500,000 by the end of
  2010.
• 5. Establish a corporate and foundations
  relations program that increases partnership
  opportunities supporting research, scholarship
  and creative activity.

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2. TTU Strategic Research Plan

• Very driven by THECB criteria, most not directly
  related to research
• Elaborates on TTU Strategic Plan
• Identifies federal agencies of interest (e.g.,
  NSF, DOE, USDA, NIH)
• Explains criteria for assembling eight strategic
  research themes (from multiple sun-themes)

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3. NRUF

• Texas Tech has a special opportunity
• HB 51 designated Texas Tech as an Emerging
  Research University (ERU), eligible for National
  Research University (NRU) status
• HB51 set seven NRU criteria
• One is mandatory, then four of the remaining six
  must be met
• You must meet the criteria for each year of the
  biennium (FY10,FY11)and then you are eligible for
  payout from the NRU Fund in the next biennium
  (maybe as much as 10M to 20M per year, the
  Legislature must decide this year)
• There are other significant formulaic payouts
  tied to total and restricted research
  expenditures (e.g., RDF, RUDF, HEAF--- all
  combined maybe as much as 10M per year now, much
  larger as TREs increases)
• WE WILL FORMALLY REPORT THESE FOR FY10 TO THE
  THECB IN NOVEMBER AND THEN LIKELY ANNOUNCE THEM
  AT THE DECEMBER BOR MEETING

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3. NRUF

• Required
• Restricted research expenditures of 45M
• Four of Six (it is ideal if we meet all six)
• Endowment gt 400 M (for FY10, we meet this, we
  are at about 420M)
• Ph.D.s gt200 (for FY10, we meet this, we are at
  212)
• ARL or Phi Beta Kappa Status (we already meet
  both)
• High achieving freshman class (TBD, we expect to
  meet this)
• High quality faculty (TBD, we expect to meet
  this)
• High quality graduate education (TBD, we hope to
  meet this)

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4. Great Public Research University

• HB 51 and ERU status was the first step
• Proposition 4 was the second step
• TRIP was the third step
• Capital campaign launch will be fourth step
• NRUF and Tier 1 will be the fifth step
• All of these lead to becoming a great public
  research university by 2020 having the
  characteristics of an AAU institution

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5. Strategic Plan SWOT

• Matching Internal Strengths and External
  Opportunities Leads to some focus areas
• NRUF
• New hires
• Fund raising chairs, professorships, graduate
  fellowships
• Collaborations within colleges and with TTUHSC
  and ASU
• Minimize Weaknesses Opportunities
• Overcome Threats to Strengths
• Avoid Threats and Weknesses

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6. RCM Enhancing Research Revenue Committee
Recommendations
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7. RCM Implementation
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OVPR Web Site

• Kristina Butler (Communications and Marketing)
• Web site and biannual OVPR report
• Audiences
• Internal (faculty, staff, graduate students)
• External (partners, benefactors, prospective
  faculty, staff and students, Regents,
  legislators, THECB, state agencies, the public)

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Ten Questions to Be Answered in Break Out Groups

1. How can we best help the faculty and colleges
   meet the the goals of Strategic Priority 3?
2. From the list of action items, which are the
   most important ones to
3. How best to support and enable faculty
   development?
4. How best to help faculty and staff embrace the
   culture of research integrity and compliance?
5. How best to support and enable sponsored program
   activity by the faculty?

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Ten Questions to Be Answered in Break Out Groups

1. How best to support and enable interdisciplinary
   scholarship?
2. How best to support development of university
   strategic initiatives?
3. How can we help support the notion of integrated
   research, scholarship and creative activity?
4. How best to instill the notion of proactive
   customer service in our vision statement?
5. How best to communicate our successes to our
   internal and external audiences as noted in our
   vision statement on slide ___?

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Draft Mission Statement

• The OVPR is strategically focused on supporting
  faculty development, promoting research
  integrity, facilitating sponsored programs
  research, enhancing interdisciplinary scholarship
  and developing university strategic initiatives
  all in support of the integrated research,
  scholarship and creative activity continuum at
  Texas Tech University

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Draft Vision Statement

• The OVPR is a proactive customer service
  organization with direct responsibilities to
  faculty, students and the administration in
  direct support of realizing the goals of the TTU
  strategic plan and communicating and informing
  our internal and external partners about the
  successes of the research, scholarship and
  creative active enterprise at TTU.

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Break Out Groups are for Brainstorming

• You have been assigned to a break out group with
  ten or so colleagues from across the division
• There are ten groups, each with a facilitator and
  reporter
• The ten questions are distributed amongst the
  group so that each group addresses four of the
  ten questions
• All groups get to comment on the draft mission
  and vision statements
• Your facilitator will use the flip charts to
  capture all ideas, everyone should contribute,
  all ideas are important
• Your reporter will develop written notes of your
  session, these will be complied by group by
  Heather and me
• You have 90 minutes to discuss these items and
  brain storm
• At the end of the session, each facilitator will
  briefly report out to the entire group
• After synthesis, you all will have a chance to
  comment further on the complied material

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Break out

• Facilitators and reporters should assemble their
  groups, using flip charts, please move chairs as
  you need to
• Provost Smith, Vice Provost Paton and I will
  rotate amongst the groups to listen
• See you back here at 515

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Reports by Group

• Each facilitator should spend just three to four
  minutes briefly reporting out to the entire group
• Each reporter should assemble notes from their
  breakout session and send them to Heather Morris
  and me by August 16th
• Compiled notes will be shared with all of you in
  early September for additional input

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Social Hour

• Please enjoy!

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Questions? Thank you Dr. Taylor Eighmy Vice
President for Research [phone] taylor.eighmy
_at_ttu.edu