Strategic Imperative 3: Prioritize our research enterprise by increasing investments in research and researchers, optimizing processes andÌýrecognizing and rewarding the intersection of research with teaching and service.
We aim to fundamentally stretch the boundaries of knowledge and develop groundbreaking ideas that help solve long-standing and emergent problems, create entirely new ways of thinking, or define novel areas for inquiry. At both unit and college levels, research and scholarship intersect with teaching and service and should be recognized as such in tenure and promotion processes. Research invigorates our teaching, facilitates opportunities for student training and mentoring, and feeds back into university and community interaction in the form ofÌýoutreach and engagement. Our research and creative enterprises on campus will benefit from increased internal funding, new research facilities, expanded and democratized access to research leaves, administrative support, and a reduced burden from bureaucratic processes. A top priority is recruiting and retaining skilled and dedicated researchers from a range of backgrounds.
Create opportunities for faculty, professional researchers, postdoctoral scholars, graduate and undergraduate students to excel in research and creative work.
Recruit and retain excellent and diverse researchers, and recognize the distinctive role of staff in research.
Increase efficiency in operations and budgeting processes to encourage excellence in and allow maximum time for research.
Develop formal mechanisms for recognizing and rewarding researchers whose research and scholarship intersect with teaching and service.