Rise to R1

RISE to R1 PVAMU Research & Innovation Strategic Plan

Strategic Advancement of Research 2025-2035 I n a l ig n m e n t w i t h t h e P VA M U 2 0 3 5 J o u r ney to Em i n e n ce Str a te g i c P l a n

Mission

Prairie View A&M University will be a premier, public, research-intensive HBCU that serves as a national model for student success.

Prairie View A&M University is a state-assisted, public, comprehensive land grant institution of higher education. The University was designated in a 1984 amendment to the Texas Constitution as an “institution of the first class.” It is dedicated to achieving excellence and relevance in teaching, research, and service. It seeks to invest in programs and services that address issues and challenges affecting the diverse ethnic and socioeconomic population of Texas and the larger society, including the global arena. The University seeks to provide a high-quality educational experience for students who, upon completion of bachelor’s, master’s, or doctorate degrees, possess self-sufficiency and professional competence.

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Table of Contents

JOURNEY TO

Eminence

2035

JTE-35 Strategic Priorities

1.

Invest in PVAMU’s People and Performance Excellence: Promote comprehensive growth through strategic investments in the professional development, resources, processes, and physical infrastructure crucial for advancing the capabilities and opportunities of PVAMU’s community members and University goals.

2.

Advance Teaching Excellence and Academic Relevance: Guarantee a steadfast dedication to excellence in instruction by equipping faculty with the necessary resources and support to effectively engage students at all levels and develop innovative, cuttingedge interdisciplinary programs that align with evolving market needs.

3.

Enrich Student Success and Holistic Student Development: Enhance persistence to graduation by providing comprehensive support services, cultivating a culture of care, pride, and collaboration, and promoting initiatives that enhance academic achievement, personal well-being, and career readiness.

Letter from the Vice President for Research & Innovation ........................................... 1 Division of Research & Innovation History ............................................................................ 3 PVAMU Milestones in Research,Innovation, & Economic Development ................. 3 Division of Research & Innovation Overview & Organizational Structure ............. 3 Glossary of Terms .............................................................................................................................. 5 Strategic Goal & Objectives ....................................................................................................... 10

4.1

Grow Research Capacity ....................................................................................... 11

4.2. Streamline Research Processes ......................................................................... 14 4.3. Grow and Strengthen Graduate Programs .................................................... 18 4.4. Invest in Research Infrastructure ...................................................................... 22 Appendices PVAMU JTE-35: RISE to R1 Strategic Planning Committee Members ........... 24 Resources .................................................................................................................................. 25

4.

Drive Strategic Advancement of Research: Accelerate the university’s research capacity, grow graduate programs and PhD completions, and develop and invest in research-intensive faculty, thereby elevating the university’s research profile and national and international impact.

5.

Foster Social Responsibility within Prairie View and Beyond: Engage in initiatives that contribute solutions to societal needs, increase opportunity, deepen industry and alumni connections, and foster economic and community development within Prairie View and greater Houston while extending our impact through regional, national, and global outreach efforts.

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Letter from the Vice President OFFICE OF THE VICE PRESIDENT FOR RESEARCH & INNOVATION

Magesh Rajan, Ph.D., P.E., MBA Dear PVAMU Community, It is with deep gratitude and pride that I share the RISE to R1 Strategic Plan—our comprehensive

The RISE to R1 Strategic Plan outlines actionable strategies and measurable milestones over the next

blueprint to drive strategic advancement of research and innovation at Prairie View A&M University.

decade. From expanding research infrastructure and streamlining processes, to growing graduate and

This plan is aligned with Goal 4 of the University’s Journey to Eminence 2035 (JTE-35) and reflects

postdoctoral programs and recruiting research-intensive faculty, every objective is designed to help

the bold vision of President Tomikia P. LeGrande to position PVAMU as a premier, public, research-

PVAMU achieve R1 status by 2035. Equally important, this journey is not just about status—it is about

intensive HBCU and a national model for student success and societal impact.

purpose. It is about investing in our people, transforming lives through discovery, and preparing the

First and foremost, I would like to express my sincere appreciation to the RISE to R1 Strategic

next generation of scholars, entrepreneurs, and changemakers.

Planning Committee, the members of the Division of Research & Innovation, and the many faculty,

This is our moment to lead boldly. I invite each of you to

staff, students, and external partners who contributed their insight and passion to this initiative. Your

join us in advancing this vision. Together, we will elevate

collaborative spirit and strategic input have been instrumental in crafting a forward-looking plan that

PVAMU’s research enterprise, foster innovation, and

is grounded in both ambition and accountability.

expand our impact from Prairie View to the world.

The RISE to R1 plan is rooted in a careful and candid SWOT analysis, which helped us identify the

With Panther Pride and Purpose,

key factors that will guide our progress. Among our many strengths, PVAMU boasts a robust research

Dr. Magesh Rajan

infrastructure supported by cutting-edge equipment, research centers, and modernized laboratories.

Our dedicated faculty and staff, combined with a culture of innovation and collaboration, enable us to lead interdisciplinary research with local and global impact. Our strategic partnerships—with R1 institutions, national laboratories, and industry—along with our HBCU and 1890 land-grant status, provide unique competitive advantages in addressing societal challenges. Our growing studentcentered research programs and proximity to Houston’s vibrant research and innovation ecosystem amplify our ability to scale research excellence and impact.

At the same time, our planning process revealed several internal challenges that require immediate and strategic attention. While our research enterprise has grown rapidly, support infrastructure has not scaled at the same pace. We face staffing gaps in grants administration, inconsistent internal communication, outdated business processes, and limited automation, all of which hinder efficiency and scalability. Heavy faculty teaching loads and resource constraints and gaps in graduate and postdoc recruitment, also pose barriers to research productivity. Moreover, uneven research culture across colleges calls for intentional investments in faculty development, strategic incentives, and shared accountability.

Despite these challenges, we are presented with exciting and timely opportunities to expand PVAMU’s research capacity. The University is well positioned to leverage federal investments as well as privatesector partnerships in emerging fields. There is significant potential to deepen our alumni and community engagement, expand our doctoral offerings, modernize infrastructure, and elevate our national profile through innovation and entrepreneurship. We are also exploring strategies to enhance branding, amplify faculty and student success stories, and position PVAMU as a leader in research.

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The Division of Research and Innovation leadership oversees approximately 40 staff members and supports an array of research and innovation initiatives. The division includes key units:

OFFICE OF RESEARCH ADMINISTRATION A centralized office provides strategic leadership for PVAMU’s research enterprise, research operations, centers, institutes, and core facilities, new research initiatives and partnerships with industry, government, and external institutions, national labs, limited grant submissions, research start-ups and faculty research development, and research communications.

Overview and Journey Division of Research & Innovation The Division of Research and Innovation has been instrumental in advancing the university’s research agenda, fostering innovation, and promoting economic development. The Division of Research and Innovation aligns with the university’s principles and core values including access and quality, leadership, relevance, innovation, and social responsibility, by enhancing research capabilities, fostering innovation, and contributing to community and economic development.

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OFFICE OF RESEARCH, GRANTS AND CONTRACTS A centralized administrative office responsible for managing externally funded research and sponsored projects. It provides comprehensive support for proposal development, grant administration, financial compliance, and reporting to ensure efficient management of research funding.

OFFICE OF RESEARCH DEVELOPMENT Dedicated to providing strategic grant-seeking services and nurturing faculty research engagement and advancement activities. It offers workshops, proposal reviews, and collaborative opportunities to enhance faculty competitiveness in securing external funding.

OFFICE OF RESEARCH COMPLIANCE Ensures that all research activities adhere to ethical standards and regulatory requirements.

It oversees institutional policies related to human and animal research, biosafety, responsible conduct of research, and conflict of interest management.

OFFICE OF INNOVATION AND COMMERCIALIZATION Focuses on translating research discoveries into marketable products and services, fostering entrepreneurship, and promoting economic development. It facilitates intellectual property protection, technology transfer, industry partnerships, and startup incubation to drive innovation and commercialization.

OFFICE OF TITLE III PROGRAMS Administers federally funded programs aimed at strengthening institutional capacity and infrastructure, enhancing academic programs, supporting faculty and student development, and improving research infrastructure to promote long-term sustainability and growth.

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A few of the salient accomplishments over the last six years are listed below.  Developed bold 5-year strategic vision and plan for the university’s continued research elevation to R2 and excellence in 2019.  Elevated PVAMU to Carnegie R2-High Research Activity and Doctoral Institution status in 2022, ahead of schedule, with reaffirmation in 2025.  Achieved the prestigious Innovation and Economic Prosperity (IEP) designation from the Association of Public and Land-Grant Universities (APLU).  PVAMU awarded $40 million: National Transportation Center—a historic first-ever HBCU-led center in the U.S.  Increased proposal submissions to $230 million from $100 million.  PVAMU secured over $400 million in sponsored funding, with $150 million for research.  Raised over $10 million through private and corporate partnerships, including $6 million from Shell Inc. and additional funding from Apple, Intel, Accenture, and Ford.  Acquired over $8 million in congressional and state legislative-funded research projects.  Established sponsored research partnerships with NASA, Sandia, Los Alamos, Army, Navy, and institutions like Princeton, Brown, Case Western, George Washington, Baylor, and Texas A&M.  Launched several initiatives to foster faculty and student research engagement, including: Faculty RISE, Graduate RISE, Doctoral RISE, Panther RISE (PRISE), RITI, SUMMER Grants, RISE Arts and Humanities, Start-up Investments, RAPID Innovation.  Introduced the Student-RISE program that expanded student support from 30 to 120 scholars, improving retention, graduation, and job placement outcomes.  Led the NSF Innovation I-Corps™ program, facilitating eight start-ups and increasing engagement with regional companies.  Expanded PVAMU’s innovation portfolio of intellectual properties (IPs) and memorandums of understanding (MOUs) with start-ups and industry partners.

PVAMU Milestones in Research, Innovation, & Economic Development Under the leadership of the Division of Research and Innovation, PVAMU has achieved remarkable milestones since 2019.

 Strengthened economic development partnerships, contributing to $766 million in economic impact and 5,300 jobs in Greater Houston.  Launched Panthers Invent - Innovation and Entrepreneurship Competition to increase student access to incubators, start-ups, and Small Business Development Centers (SBDCs).  Successfully maintained research compliance for human, biological, and animal research, export controls and research integrity, in alignment with TAMUS, state, and federal regulations.  Effectively allocated Title III program funding to support over 30 major academic and administrative initiatives across the campus.  Established the University Advisory Research Council (UARC), a faculty-led shared governance body that collaboratively enhances research-related functions across the university.

The Division of Research & Innovation at PVAMU continues to advance the university’s research and economic development mission through strategic initiatives, robust funding growth, and impactful industry partnerships.

These efforts have positioned PVAMU as a leader in research, innovation, and student success while contributing significantly to Texas and the broader research community.

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Division of Research & Innovation MISSION The Division of Research & Innovation at PVAMU is dedicated to advancing a transformative research culture that fosters student and faculty achievement, drives innovation, and addresses critical societal challenges. Through collaborative partnerships, investment in research capacity, and a commitment to compliance, we elevate PVAMU as a premier research institution that prepares students for success while expanding the University’s impact on regional and global communities.

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VISION To advance PVAMU as a premier, research-intensive HBCU by fostering a transformative research and innovation ecosystem that drives impactful solutions for global communities and enhances student success.

RISE to R1 Strategic Plan

VALUE PROPOSITION STATEMENT The Division of Research & Innovation at PVAMU empowers faculty and students to lead transformative discoveries and create meaningful solutions to global challenges.

By fostering a dynamic research and innovation ecosystem, strengthening strategic partnerships, and investing in research capacity, we advance PVAMU’s mission as a premier research-intensive HBCU. With an unwavering focus on excellence, student success, and compliance, we expand the University’s influence and drive positive impact on regional and global communities.

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Organizational Structure

VICE PRESIDENT

EXECUTIVE ASSISTANT II

Division of Research & Innovation

SENIOR MANAGER

SENIOR BUSINESS ADMINISTRATOR II

BUSINESS ADMINISTRATOR II

ASSOCIATE VICE PRESIDENT

EXECUTIVE DIRECTOR, RESEARCH ADMINISTRATION EXECUTIVE DIRECTOR, INNOVATION & STRATEGIC PARTNERSHIPS

PROGRAM SPECIALIST

DIRECTOR, RESEARCH DEVELOPMENT SERVICES

RESEARCH DEVELOPMENT OFFICER RESEARCH DEVELOPMENT OFFICER STUDENT RESEARCH DEVELOPMENT OFFICER MANAGER, RESEARCH COMMUNICATIONS

DIRECTOR, RESEARCH COMMUNICATIONS

PROGRAM COORDINATOR II

MANAGER, RESEARCH ADMINISTRATION

ADMINISTRATIVE ASSOCIATE II

Glossary of Terms The following terms are used for developing strategic plans for divisions, colleges, and organizational units.

Actions Activities, detailed actions, or methods designed to accomplish the intended objectives of the division, college, and unit. Actions may include steps to be carried out over a short-range or longer-range period.

Benchmark A predetermined standard by which others may be measured or judged.

Goal A broad statement that describes the overarching, long-range intended outcomes for the division, college, or unit.

Key Performance Indicator (KPI) A quantifiable measure, metric, or value that demonstrates how effectively an institution is achieving its long-term strategic goals.

ASSISTANT VICE PRESIDENT

RESEARCH & REPORTING ANALYST

BUSINESS MANAGER, RESEARCH TRAINING & PROJECT ADMINISTRATION MANAGER, BUSINESS

DIRECTOR, RESEARCH GRANTS & CONTRACTS

MANAGER, BUSINESS MANAGER, RESEARCH PROJECT ADMINISTRATION

DIRECTOR, RESEARCH REGULATORY COMPLIANCE

DIRECTOR TITLE III PROGRAMS

MANAGER, EXPORT CONTROLS RESEARCH COMPLIANCE ADMINISTRATOR

intended to achieve. The mission statements of the division, college, and unit should align with the university’s mission.

Metric A performance measure (e.g., data sets, formulas, and calculations) to gauge the achievement of the goals for a division, college, or unit. Metrics will be complementary to, and an extension of, the JTE-35 Key Performance Indicators (KPIs).

Milestone A specific point within the project life cycle used to measure the progress toward the ultimate goal.

Year 1 refers to 2026, Year 2 (2027), Year 3 (2028)…Year 5 (2030)…Year 10 (2035)

Objective A clear and concise statement that shares what strategic actions or steps will be taken in a certain amount of time to accomplish the overarching goal(s). Each objective must be linked to one or more of the strategic goals from the JTE-35 strategic plan, and each objective will have an expected completion timeline indicated.

ASSISTANT DIRECTOR, TITLE III

BUDGET SPECIALIST II

Mission A clear, concise statement that reflects why an organizational entity exists and what its operations are

Outcomes A measure of success, the result or effect of an action.

FINANCIAL SPECIALIST

Strategy A high-level plan that involves determining actions to achieve the goals, and mobilizing resources to execute the actions to achieve stated goals and objectives.

NETWORK ENGINEER IV

NETWORK ENGINEER I

Vision An aspirational statement that describes what a division, college, or unit desires to achieve in the future, generally in five to ten years.

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STRATEGIC OBJECTIVES AND SUB-OBJECTIVES

4 STRATEGIC GOAL

STRATEGIC GOAL & OBJECTIVES

Drive Strategic Advancement of Research

Accelerate the university’s research capacity, grow graduate programs and PhD completions, and develop and invest in research-intensive faculty, thereby elevating the university’s research profile and national and international impact.

4.1 Grow Research Capacity 4.1.a. Cultivate an enriching research culture that values research, scholarship, and creative activity

4.1.b. Recruit and retain teaching and research faculty that directly contribute to the elevation of the university as a research institution

4.1.c. Invest in recruitment approaches to attract grant-supported research-intensive faculty to contribute to current and future research strengths.

4.2 Streamline Research Processes 4.2.a. Implement efficiencies to support increases in research awards and expenditures.

4.2.b. Establish dedicated research support staff positions 4.2.c. Enhance student recruitment processes and allocate marketing resources to attract high-quality research students

RESEARCH & INNOVATION Divisions primarily responsible or share responsibility for goal attainment:

PROVOST OFFICE

4.3 Grow & Strengthen Graduate Programs

BUSINESS AFFAIRS

4.3.a. Strengthen graduate education to ensure high quality and rigor

STRATEGY & TRANSFORMATION

4.3.b. Expand graduate programs in key that maintain market relevance and need.

4.3.c. Attain milestone of annually awarding 70 doctoral research degrees 4.3.d. Establish robust support for post- doctoral fellowships 4.3.e. Secure funding resources to sustain graduate teaching and research assistants

4.4 Invest in Research Infrastructure 4.4.a. Acquire necessary technology infrastructure and expand laboratory space 4.4.b. Increase staffing to support the growing demands of research activities 4.4.c. Strengthen supporting facilities infrastructure in areas of high demand

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4.1 SUB-OBJECTIVE

4.1.a.

STRATEGY

STRATEGIC GOAL

BENCHMARKS

ACTION PLAN

4.1.a.1.

Enhance Recognition Programs for Research Achievements

Implement university-wide platforms to evaluate faculty and student research, scholarly, and creative achievements.

4.1.a.2.

Integrate Research into Faculty Workload Evaluations

Adjust workload proportionately to account for faculty contributions to research, with reduced teaching and/or service loads.

4.1.a.3.

Promote Student Research

Support graduate and undergraduate research and scholarly activities through faculty support.

4.1.b.

Recruit and retain teaching and research faculty that directly contribute to the elevation of the university as a research institution STRATEGY

ACTION PLAN

4.1.b.1.

Offer competitive Start-up funding

Attract research faculty with market-driven competitive startup packages.

4.1.b.2.

Recruit highly successful senior faculty for interdisciplinary research.

Target highly successful mid-career or senior faculty members in emerging and interdisciplinary fields with attractive salaries and start-up packages.

SUB-OBJECTIVE

4

Grow Research Capacity

Cultivate an enriching research culture that values research, scholarship, and creative activity

SUB-OBJECTIVE

Drive Strategic Advancement of Research

OBJECTIVE

4.1.c.

KPIs Faculty research grant proposals [number of proposals (#) and funding requested ($$)] growth by year 5: 30-40% (Good) 50-60% (Better) 70-80% (Best)

Research Proposals (#/$$)

Faculty research grant award funding ($$) [number of awards (#) and funding awarded ($$)] growth by year 5: 30-40% (Good) 50-60% (Better) 70-80% (Best)

Research Grant Awards ($$)

Faculty peer-reviewed, technical, and professional scholarships growth by year 5: 30-40% (Good) 50-60% (Better) 70-80% (Best)

Scholarship Products (#)

Number of students involved in research growth by year 5: 30-40% (Good) 50-60% (Better) 70-80% (Best)

# of Student Researchers (#)

Number of research track/intensive faculty and endowed research professors growth by year 5: 30-40% (Good) 50-60% (Better) 70-80% (Best)

# of Research Professors (#)

Invest in recruitment approaches to attract grant supported researchintensive faculty to contribute to current and future research strengths.

STRATEGY 4.1.c.1.

Targeted hiring of researchintensive faculty as endowed professors.

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ACTION PLAN PVAMU invites top-notch faculty from other institutions to Endowment Positions with attractive salaries, start-up packages, benefits, dual career support, and reduced or no teaching loads.

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4.2 SUB-OBJECTIVE

4

Streamline Research Processes

4.2.a.

STRATEGY

STRATEGIC GOAL

SUB-OBJECTIVE

Implement efficiencies to support increases in research awards and expenditures 4.2.a.1.

Streamline and simplify grant-related processes and implement technology and tools to integrate grantrelated processes across various units to increase efficiency and transparency.

Drive Strategic Advancement of Research

OBJECTIVE

4.2.c.

Enhance student recruitment processes and allocate marketing resources to attract high-quality research students

ACTION PLAN

STRATEGY

ACTION PLAN

ASSESS Retain an external consultant to conduct review of grant related processes and their efficiency in various units involved in the grant-related administrative processes and assess the existing tools and technologies employed for automation.

4.2.c.1.

Collaborate with Graduate Studies in the development of a graduate recruitment and graduate marketing plan.

Ensure graduate recruitment and marketing are part of the University’s overarching strategic enrollment management plan.

IMPLEMENT Each unit will implement measurable and accountable improvements to existing grant related processes, and technology use as recommended by the external consultants.

MONITOR Convene an advisory committee comprised of faculty and staff that will monitor progress and propose changes for continuous improvement.

BENCHMARKS SUB-OBJECTIVE

4.2.b.

KPIs

Establish dedicated research support staff positions STRATEGY

ACTION PLAN

4.2.b.1.

Enhance the capabilities of current research support staff to increase research and grantrelated capacity

ASSESS Conduct a skills audit of current staff supporting grants, either by retaining an outside consultant, or by conducting an internal survey.

4.2.b.2.

Increase dedicated grant support staffing to facilitate research growth.

IMPLEMENT Map critical roles, identify bottlenecks, and propose cross-training and redundancy strategies.

MONITOR Establish a cross-training task force comprised of staff, faculty, and administrators that will monitor changes implementing redundancy and help design a brief cross-training curriculum.

Principal Investigator Satisfaction Index (PI Satisfaction, Peer Comparison, Staff support, timeliness, automation, etc.) improvement on research processes efficiency by year 3: 30-40% (Good) 50-60% (Better) 70-80% (Best)

PI Satisfaction Index

Research support staff positions growth equitable to research expenditures by year 3: 30-40% (Good) 50-60% (Better) 70-80% (Best)

Staff Positions (#)

Research expenditures growth by year 5: 30-40% (Good) 50-60% (Better) 70-80% (Best)

Research Expenditures ($$)

ASSESS Assess current grant-related support capacity in academic colleges.

ASSESS Assess current grant-related support capacity in administrative units.

SECURE RESOURCES Acquire funding to meet current staffing support needs and invest in future growth.

IMPLEMENT Execute grant-related staffing support enhancement plan through appropriate resource allocation.

MONITOR Ensure grant support staffing grows proportionately to research expenditures.

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4.3 SUB-OBJECTIVE

4.3.a.

STRATEGIC GOAL

SUB-OBJECTIVE

**

4.3.e.

Secure funding resources to sustain graduate teaching and research assistants STRATEGY

4.3.b.

Expand graduate programs in key disciplines that maintain market relevance and need**

4.3.e.1.

Increase external funding by $2.1 million for GTAs and GRAs

tracked under that strategic plan.

4.3.c.

STRATEGY

1. Develop a Graduate Student Success Team to provide dedicated academic advising, financial advising, social support, relocation support and advising, mentorship connections, and mental health support.

2. Implement structured dissertation completion support programs, including writing workshops, peer accountability groups, and dedicated progress tracking.

4.3.c.2.

Streamline administrative processes for doctoral progression

1. Assess current onboarding processes and identify obstacles to student progression.

4.3.c.3.

Assist departments in strategically adding new PhD programs to attain 70 graduates/ year.

1. Support academic departments in the development of 20 new Ph.D. programs.

2. Update policies and procedures based on assessment

4.3.d.

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4.3.e.2.

Increase institutional support for Ph.D. programs

1. Advocate for increased university budget allocations dedicated to GTA and GRA positions and tuition scholarships.

BENCHMARKS

KPIs

Graduate Studies – Academic Affairs (Supported by Research & Innovation) Number of new research based doctoral programs created by year 3 (2028): Three (Good) Four (Better) Five (Best)

New PhD Programs

Number of new research based doctoral programs created by year 9 (2034): 10 (Good) 11 (Better) 12 (Best)

New PhD Programs

Number of GAs growth by year 3: 30-40% (Good) 50-60% (Better) 70-80% (Best)

Number of GTAs

Increase number of research based doctoral student graduation growth from ~24 in 2025 to  Year 3 (2028): 35 (Good) 40 (Better) 45 (Best)  Year 5 (2030): 45 (Good) 50 (Better) 55 (Best)  Year 8 (2033): 60 (Good) 65 (Better) 70 (Best)  Year 10 (2035): 70 (Good) 80 (Better) 90 (Best)

# PhD Graduation

Funding for graduate tuition and fees by year 5-6: $750k (Good) $1.5M (Better) $2.1M (Best)

$$ Funding Raised

Research & Innovation (Supported by Academic Affairs, Graduate Studies, and Development)

Establish robust support for post-doctoral fellowships 4.3.d.1.

Implement the Postdoctoral Research Enhancement Program (PREP)

2. Engage with alumni networks and donors to secure assistantship endowments.

ACTION PLAN

4.3.c.1.

Strengthen doctoral student support services toward retention and timely degree completion.

STRATEGY

1. Develop corporate and industry sponsorship to fund graduate assistantships.

4. Hold fundraising events to support GTAs & GRAs

Attain milestone of annually awarding 70 doctoral research degrees

SUB-OBJECTIVE

ACTION PLAN

3. Incentivize faculty to apply for grants that support GRAs and GTAs with matching support.

**Sub-Objectives 4.3.a. and 4.3.b. are represented in the Graduate Studies Strategic plan and will be

SUB-OBJECTIVE

4

Grow & Strengthen Graduate Programs

Strengthen graduate education to ensure high quality and rigor SUB-OBJECTIVE

Drive Strategic Advancement of Research

OBJECTIVE

ACTION PLAN 1. Assess the duties, job description, classification (faculty vs staff), salary, and evaluation process of postdocs and conduct a postdoc survey.

2. Develop and implement the PREP program to enrich the postdoc experience and create a pathway to permanency at the university

RISE to R1 Strategic Plan

Number of GRAs growth by year 4: 30-40% (Good) 50-60% (Better) 70-80% (Best) Number of post-doctoral researchers growth by year 4: 30-40% (Good) 50-60% (Better) 70-80% (Best)

Number of GRAs Number of Postdocs

Number of PI/faculty teaching course releases in support of doctoral GRAs growth by year 3: 30-40% (Good) 50-60% (Better) 70-80% (Best)

Course Releases

Funding raised in support of GRAs and GTAs growth by year 5: 30-40% (Good) 50-60% (Better) 70-80% (Best)

$$ funds raised

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4.4 SUB-OBJECTIVE

Acquire necessary technology infrastructure and expand research and laboratory space STRATEGY

ACTION PLAN

4.4.a.1.

Develop a research blueprint for becoming a R1 university

1. Develop a master research infrastructure plan to determine university’s long-term research priorities and types of laboratories and related infrastructure required to support the research aspirations in alignment with the campus masterplan using a consulting service.

1. Based on the research infrastructure blueprint priorities and the Campus Master Plan timeline, execute research space productivity assessment and space reallocation.

2. Acquire funding for technology needs, development of new and renovation of existing laboratories.

SUB-OBJECTIVE

4.4.b.

Increase staffing to support the growing demands of research activities Sub-objective 4.4.b is addressed in 4.2.b in detail.

SUB-OBJECTIVE

4.4.c.

Strengthen supporting facilities infrastructure in areas of high demand.

STRATEGY 4.4.c.1.

Target research infrastructure proposals including Capacity grants, Title III grants etc. to increase equipment and facilities needed for research growth.

4

Invest in Research Infrastructure

4.4.a.

4.4.a.2.

Expand laboratory and research space

Drive Strategic Advancement of Research

OBJECTIVE

ACTION PLAN 1. Facilitate and support PI’s with promotional materials to seek grants that provide equipment and supplies that enhance our capabilities in research growth.

2. Facilitate and support PI’s to partner with private and public organizations on grants in which the partner’s resources can be used to perform research facilities growth.

STRATEGIC GOAL

BENCHMARKS KPIs Research space (sq. ft.) vs research productivity ($$) index growth by year 5: 10-20% (Good) 2030% (Better) 30-40% (Best)

Research space productivity index

Level of funding growth led by the university administration in support of technology needs, development of new and renovation of existing laboratories by year 5: 10-20% (Good) 20-30% (Better) 30-40% (Best)

Funding raised or invested ($$)

Number and the funding amount of faculty-led infrastructure grants growth by year 5: 10-20% (Good) 20-30% (Better) 30-40% (Best)

# / $$ number and funding amount of infrastructure grants

Number of partnerships and the funding amount with private and public organizations for research facilities growth by year 5: 10-20% (Good) 20-30% (Better) 30-40% (Best)

# / $$ number and funding amount of infrastructure grants

Capacity and infrastructure grants investment on research infrastructure growth by year 5: 10-20% (Good) 20-30% (Better) 30-40% (Best)

Funding invested ($$)

3. Develop long term plans to obtain and use capacity grants to strengthen infrastructure in high demand areas.

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Appendix A

Resources Journey to Eminence 2035 Strategic Plan Website

PVAMU JTE-35: RISE to R1 Strategic Planning Committee Members

PVAMU Strategic Plan, 2016-2021 TAMUS Board of Regents Strategic Plan, 2020 Texas Higher Education Strategic Plan: 2015-2030

1.

Dr. Magesh Rajan (Chair), Vice President, Division of Research & Innovation, PVAMU, 936-2611587, mtrajan@pvamu.edu

2.

Dr. Ramaswamy Krishnamoorthi (Lead Member – Objective 4.1), Executive Director, Research & Innovation, PVAMU, 936-261-1590, rakrishnamoorthi@pvamu.edu

3.

Dr. Jacek Jonca-Jasinski (Lead Member – Objective 4.2), Assistant Vice President, Research & Innovation, PVAMU, 936-261-1570, jonca@pvamu.edu

4.

Dr. Camille Gibson (Lead Member – Objective 4.3), Interim Dean, Graduate Studies, PVAMU, 936261-3518, cbgibson@pvamu.edu

5.

Ms. Lora L. Williams (Lead Member – Objective 4.4), Director, Title III Programs, Research & Innovation, PVAMU, 936.261.3441, llwilliams@pvamu.edu

6.

Dr. Aruna Weerasooriya, Chair, University Advisory Research Council (UARC), Professor & Interim Department Head, College of Agriculture, Food & Natural Resources, PVAMU, 936.261.5011, adweerasooriya@pvamu.edu

7.

Dr. Raghava R. Kommalapati, Endowed Professor, Director of NSF CREST CEES, Civil & Environmental Engineering, PVAMU, 936.261.1660, rrkommalapati@pvamu.edu

8.

Dr. Marco Robinson, Associate Professor, Division of Social Sciences, College of Arts & Sciences, PVAMU, 936.261.3219, mtrobinson@pvamu.edu

9.

Dr. Beverly Sande, Associate Professor and Director of Panther Teaching Academy, College of Education, PVAMU, 936.261.3638, besande@pvamu.edu

60x30TX Refresh 60x30TX Overview, Progress Report THECB Accountability System Dashboard Legislative Budget Board (LBB) Performance Measures https://www.pvamu.edu/ir/pvamu-data-3/2016-2020-fact-book/ PVAMU Factbooks & Data Dashboard PVAMU Emergency Management Plan

Peer or Aspirant Universities Strategic Plans Albany State University Florida A&M University Jackson State University Lamar University Midwestern State University Morgan State University

10. Dr. Temilola Salami, Associate Professor, Department of Psychology, PVAMU, 936.261.5266, tesalami@pvamu.edu 11. Ms. Chrisma Jackson, Director of Cybersecurity and Mission Computing/CISO, Sandia National Laboratories, mcjacks@sandia.gov

North Carolina A&T University Stephen F. Austin State University Tennessee State University

12. Dr. Mahta Moussavi, Postdoctoral Researcher, Cooperative Agricultural Research Center, PVAMU, 936.261.5060, mamoussavi@pvamu.edu 13. Ms. Myltazaire K. Crayton, Doctoral Candidate, Educational Leadership and Counseling, College of Education, PVAMU, mcrayton4@pvamu.edu

Texas A&M Corpus Christi Texas A&M International University Texas A&M Kingsville Texas A&M University Commerce Texas Southern University University of Central Missouri University of Houston – Downtown

26

RISE to R1 Strategic Plan

DIVISION OF RESEARCH & INNOVATION

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pvamu.edu/research