(IREX) UNIVERSITY ADMINISTRATION SUPPORT PROGRAM (UASP)

Transcription

1 P a g e 1 INTERNATIONAL RESEARCH AND EXCHANGES BOARD (IREX) UNIVERSITY ADMINISTRATION SUPPORT PROGRAM (UASP) RESEARCH MANAGEMENT AT THE UNIVERSITY OF NORTH TEXAS: A CASE STUDY This case study was made possible by a grant from the International Research and Exchanges Board with funds provided by the Carnegie Corporation of New York, USA. The statements and views are solely the responsibility of the author. Iryna Vyshenska National University of Kyiv-Mohyla Academy, Kyiv, Ukraine October 31, 2014 Host University: THE UNIVERSITY OF NORTH TEXAS Host Advisor: Dr. Thomas McCoy

2 P a g e 2 Table of Contents ACKNOWLEDGEMENTS... 3 INTRODUCTION Objectives of the Study Case study methodology Brief university profiles The University of North Texas National University of Kyiv-Mohyla Academy Research management structure Research division offices Research activity at the academic departments (role of faculty) Graduate education and research CONCLUSIONS REFERENCES Appendix A. List of Persons interviewed B. Organizational Chart of the UNT research division... 22

3 P a g e 3 ACKNOWLEDGEMENTS I wish to express my appreciation to the International Research and Exchanges Board (IREX) and Carnegie Corporation of New York for granting me the opportunity to participate in the University Administration Support Program through which this case study has been undertaken. I wish to express my gratitude to all the IREX staff that supported and encouraged UASP participants during the fellowship, especially to Senior Program Officer Robin Lathrop, Program coordinator Ana-Maria Sinitean, Program Associate Lori Mason, all of whom professionally organized workshops in Washington D.C. They assisted me greatly in managing the professional development program. I feel deep gratitude to my host advisor Dr. Thomas McCoy, Vice President for Research and Economic Development, for his attention, goodwill and sharing his invaluable experience. Special thanks to Dr. Gabriel Carranza, Assistant Vice Provost, Global Engagement and Dr. Lynne R. Barga, Intercultural Communications for their friendship, warm-heartedness, help and support and for sharing time and knowledge. I keenly appreciate those who offered their time and fruitful discussion with me: Dr. David Schultz, Associate Vice President Research and Economic Development; Dr. Richard H. Nader, Vice Provost for International Affairs; Dr. Mark Wardell, Dean of Toulouse Graduate School; Dr. Art Goven, Dean of Arts and Sciences College; Ann Rodella, Assistant Vice President for Research/Sponsored Programs; Boyd Herndon, Director of Research Integrity and Compliance Office. I am deeply indebted to the department heads and employees of the division of Research and Economic Development, the International Center as well as faculty members of Arts and Science College. Thank you all for your time and patience when sharing your experience of implementing different tools and techniques in research management at UNT. Without your help I would not be able to complete my case study and develop rational approaches to reforms at my home university. I would like to acknowledge the openness and collaboration of all people I met at the University of North Texas. I am also grateful to my husband Viktor for his support from the far and anxious Ukraine.

4 P a g e 4 INTRODUCTION The challenges of Global Knowledge Society epoch require the intensification of research activity first of all at the universities. The new trend in Higher educational systems both in Europe and North America is the appearance of Research Universities [5]. The modern research university has a dual mission: to educate its students, and to discover new knowledge through research. These two missions enhance and complete one another. Students at a research university are often taught by the discoveries made with the university s labs, and during the discussions carried out within the classroom. Research management in universities became of great importance. Universities in the United States and various other countries have made conscious efforts to strengthen their structure and systems research administration. Universities aim to provide the needed support to faculty in funding sources, identification, interpretation and guidance for federal agencies and foundations. There is a great deal of focus placed on guiding conditions for proposal development and submissions to meet compliance issues and timely submissions. Universities also deal with award negotiations, accounting, implementation and reporting. At the same time, the significant differences between European and American universities hold. Traditional American universities were established in order to meet broad socio-economic and political objectives. This is in contrast to older European universities, which had primarily served as the breeding ground for the elite. Most of the American universities are innovative, responsive to market trends and student-centered in comparison with European traditional-style universities (conservative and lecturer-centered). In terms of research policy, the American universities are more oriented to applied research and technology transfer while traditional European universities are oriented to fundamental, pure theoretical research.

5 P a g e 5 For post-soviet countries there is one more significant difference the separation of research and education between Research institutions of Academy of Sciences and universities. Ukraine is not an exception. Now we are facing the necessity of integrating research into universities activity. This study is an attempt to observe and analyze the common and different features of research management practices in National University of Kyiv-Mohyla Academy and University of North Texas in order to propose suggestions for implementation of the best practices from UNT in NaUKMA in the field of research. Both UNT and NaUKMA announced their intention to be national research universities [3]. In spite of the fact that there is a huge difference in the population of students enrolled within the two universities both universities declare many common goals and priorities. Thus, President of UNT Dr. Neal Smatresk pronounced the main Research and Economic Development priorities for the next 2015 year: Improve graduate recruiting and increase PhD numbers Develop and execute proposals to optimize and expand research space Continue to improve research services support Better integrate teaching and research functions Align new program development to regional workforce needs and promising research areas Provide better mentoring for faculty to improve promotion success, increase collaboration, and increase grant and contract activity to create a more research-active faculty Create a unified technology transfer and commercialization unit to support faculty, students and regional needs and to increase corporate contracts Improve research collaboration inside and outside the university. These priorities look very similar to NaUKMA, which makes this study especially promissory to make reforms.

6 P a g e 6 1. Objectives of the Study The main goal of this study is to propose reforms for organizing an effective system of research management at the National University of Kyiv-Mohyla Academy on the basis of studying best practices of the U.S. universities in this area. To achieve this goal the following objectives should be accomplished: to study Research management structure at the University of North Texas with special focus on responsibilities of different offices of UNT research division and their interconnections; to observe Federal, State and university regulations for funding research projects; to analyze administrative tools and techniques used by research managers at the University of North Texas; to identify what approaches and rules could be implemented in NaUKMA and other Ukrainian universities; to compare requirements and rules for PhD study at the UNT and NaUKMA Doctoral School from the point of view of new Ukrainian Law on Higher Education; to develop recommendations for development of research management at the National University of Kyiv-Mohyla Academy. The World Declaration on Higher Education gives recognition, in its Preamble that third-level education is of strategic importance in contemporary society. That is why PhD education was one of the main focuses in the study.

7 P a g e 7 2. Case study methodology During my fellowship at the University of North Texas I had the opportunity to observe research management practices, study the structure of the research division, analyze Federal, State and local UNT s policy documents, communicate with research administrators and faculty, My case study is based on the three main approaches: 1. The main attention was paid to interviewing of the research administrators and faculty at the University of North Texas. Information for the Case Study was collected through this interviews and discussions. The list of questions was prepared before each of interview. I had fruitful discussions with the heads of the 4 main offices at the Research and Economics division: Office of Vice President for Research and Economics, Office of Grant and Contracts Administration, Office of Technology and transfer, Office of Compliance and Integrity as well as with the Vice Provost on International Affairs, Director of international Center, Dean of the Graduate School, Dean of the College of Arts and Science, chairs and faculty. The list of interviewed persons is placed at the Annex A. 2. The analysis of Federal, State and local UNT s policy documents, such as 2 CFR Chapter 1, Chapter 2, parts 200, 215, 220, 225, and 230. Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards; the UNT Strategic Plan; Policies of the University of North Texas; the UNT President Annual Report were utilized. I used both printed materials and information from web-sites. 3. The third approach was to compare practices, finding similarities and differences and to propose possible ways for the implementation of new approaches. The comparison of practices and policies and suggestions for implementation I put at the end of each section of Case Study.

8 P a g e 8 I also attended staff meeting and training in Export control for university s research and education, provided by the representative of the Department of State. In addition during my fellowship I broadened my professional network through consultations with the different researchers and through participation in a research meeting at the EcoLab at the Department of Microbiology and Plant Biology of University of Oklahoma, Norman, OK. 3. Brief university profiles 3.1. The University of North Texas The University of North Texas was founded in Now UNT is one of the nation's largest public universities and the most comprehensive in the area, which provides an educational experience to 36,000 students. Students have an opportunity to enroll in undergraduate, graduate and professional programs, and system enrollment is projected to increase to about 45,000 students by University of North Texas System has 216 degree programs in 12 colleges and schools. The UNT System includes three components: University of North Texas in Denton, founded in 1890, which is the flagship university of the UNT System. It is the Texas's fourth largest university with 36,000 students enrolled in 97 bachelor s, 88 master's and 40 doctoral degree programs. UNT Health Science Center at Fort Worth was established in It focuses on the training of future primary care physicians, on providing an increasing number of health profession programs, and conducting a vigorous research program. UNT Dallas began forming in 1999 to enhance access to public higher education in Dallas. It offers junior-, senior- and graduate-level courses leading to bachelor's, master's and doctoral degrees. It became the first public university in the city of Dallas.

9 P a g e 9 The University of North Texas System awards more than 5,300 degrees each year, including the largest number of master's and doctoral degrees in the region. The UNT System serves the North Texas area, boosting economic activity in the region by nearly $2 billion annually. More than 100,000 alumni live and work in the North Texas area. It is important to note, that total UNT revenue in 2014 is estimated as approx. $275,000,000, which comes from $253,000,000 from academic tuition, $ 10,000 from donations and $22,000,000 from research grants. That is why UNT has a good prospect to become a research university. UNT has a great combination of excellence and potential in sciences, which include a 100-yearold chemistry program, a nearly 90-year-old biological sciences program, and a 75-year old in the environmental sciences. At the same time, UNT is shaping its young engineering and technology programs, including the addition of a new 290-acre research park, Discovery Park, offering the potential for incubation and technology commercialization National University of Kyiv-Mohyla Academy The University traces its origins to 1615, when the noblewoman Galshka Gulevicheva donated land and money to build the Brotherhood Monastery School in Kiev. Petro Mohyla ( ), the Metropolitan of Kyiv, Galich and all Rus, in 1632 reorganized it into the Kiev-Mohyla Collegium, which in 1658 obtained the status of an Academy. Under Mohyla's protection, the Academy received additional land and financial support. The aim of the Kyiv-Mohyla Academy was to master the intellectual skills and learning of contemporary Europe and apply them to education in Ukraine. The academy was open to young men from all social strata and attracted students and scholars from Ukraine and other European countries. It flourished at the end of the 17th century and enjoyed its golden age during the reign of Hetman Ivan Mazepa ( ), hosting an enrollment of more than 2,000. The ban by Tsar Peter I on Ukrainian publications and religious texts in Ukrainian was a heavy blow. The school revived for a time after Peter's death,

10 P a g e 10 but suffered again under Catherine the Great, whose abolition of the hetmanate in 1764 and in 1786 deprived the academy of its chief sources of financial support. In 1817 the Kyiv-Mohyla Academy was closed down. Then it was a seminary and in Soviet time became a Naval Academy. In 1991, when Ukraine gained its independence, the academy was revived as National University of `Kyiv-Mohyla Academy'. NaUKMA is a leader of innovations in Higher Education system in Ukraine. It was the first Ukrainian university which opened bachelor s and master s programs, provided admission test system and many others international standards. There is now more than 3,000 students at the NaUKMA, which are enrolled in 18 bachelor's and 27 master's programs. There is traditional for post-soviet countries aspirantura on most of master s programs. NaUKMA opened the first in Ukraine Doctoral School with the structured PhD programs in The number of doctorate programs that fully responds to the 3 rd cycle of education of the European Bologna System is growing. There were 3 PhD programs in 2008 and 8 PhD programs in To date PhD programs are not recognized by Ukrainian Ministry. The situation will be changed soon due to new Ukrainian Law on Higher Education, which was adopted in summer NaUKMA will provide Ministry with its experience and practices for further implementation in other Ukrainian universities.

11 P a g e Research management structure 4.1. Research division offices The Office of Research and Economic Development (ORED) of the University of North Texas promotes research, scholarship and creative activities that engage faculty, research scientists, students and external collaborative partners. The research office assists faculty through its 4 Offices: 1. Office of Vice President for Research and Economic Development. The Vice President provides general oversight and policy direction for the division as well as administers all research units of the University and the research council. The Associate Vice President oversees to major funding initiatives and opportunities, support faculty extramural funding activities, research mentoring and outreach programs, proposal writing workshops and liaises between researchers and grant agencies. This Office issues directive materials and instructions to all other offices. 2. Office of Grants & Contracts Administration This Office helps with the actual grant application process. Each grant or research related proposal has different guidelines that vary in complexity, and it can be challenging to track these requirements [4]. There are three main area of the responsibility of this Office: 1) staff review the proposal documents for accuracy and compliance with all applicable guidelines and regulations (institutional, local, state, federal etc.) pertinent to the specific submission; 2) staff facilitate the final submission of the proposal to the sponsor according to the agency requirements; 3) Vice president for Research approves requiring any variance from the standard indirect cost recovery. All proposals requesting funding from an external sponsor go through this Office, that only has legal authority, delegated by the President, to submit proposals on behalf of the university. It serves as the coordinating office for externally funded projects submitted by the Grants and contracts staff work with Principal Investigators to administer and shepherd projects

12 P a g e 12 to completion; they manage everything from timelines and budgets, to application guidelines. This process includes pre-award administration, management of agreements and contracts, post award administration and close-out, and financial reporting. 3. Office of Research Integrity and Compliance Research Integrity and Compliance helps faculty decipher local and federal regulations pertaining to ethical integrity and compliance so that their research projects adhere to current standards. The goal is to equip faculty with essential information and assistance before a research project begins. The professionals bring extensive expertise and help researchers meet their responsibilities. The main two areas subject to review and approval are the use of both human subjects and vertebrate animals for research projects. Specific regulations govern the care and use of live, laboratory animals for testing, research and training. Regulations and ethical standards protect human beings and their use as subjects in research, too [1,2]. Compliance staffs know the rules that pertain to these areas and can both explain and administer the review processes. And export controls may apply if the project involves commodities, technology or information governed by federal law for reasons of national security, advancement of foreign policy goals, or protections of trade. Staff help faculty determine if their research projects will be impacted by these regulations and, if so, what standards and procedures are necessary to ensure compliance. Staff also assist faculty in preparing forms and research protocols for submission to the appropriate review committees composed of UNT faculty, staff, and community representatives. Matters of ethical integrity, such as financial conflicts of interest and research misconduct, are also managed by this team.

13 P a g e Technology Transfer and Economic Development This Office manages the technology transfer process for all patent, trademark and copyright matters relating to the identification, protection and commercialization of inventions and other intellectual property created at UNT. This team works to protect scientists intellectual property. UNT offers a special patent policy. An advisory committee and property officer review faculty submissions of intellectual disclosures or inventions and determine whether patent protection should be pursued for Intellectual Property. Staff works closely with the faculty to communicate guidelines and advance research projects. The UNT actively pursues collaborations with the private sector to advance research and economic development through incubation and commercialization. At Discovery Park, faculty, students, participating businesses and industries work in an enriched research and entrepreneurial learning environment with access to interdisciplinary expertise, diverse research methodologies, creative activities, labs and facilities fertile ground for training and the development of technologies and ideas, with tangible results. Suggestions for implementation. The existing NaUKMA s Vice President for Research office administers research activities at the departments through collecting reports about received grants and publications. It should be restructured with organizing at least two groups of staff one to support faculty s grant activities (searching, receiving and fulfilling), second for support publication activity. It will be possible to have an Institutional Research Review Board which can consider al causes related to research activities, conflicts of interests, compliance to state s and university s requirements. The Board can be constituted by NaUKMA s Scientific Council Research activity at the academic departments (role of faculty) There are three type of faculty at the UNT: 1. Research faculty (their working time is allocated as 70% for research, 20% for teaching and 10 % for service);

14 P a g e Balanced faculty (40% of time for teaching, 40% - for research and 20% - for service); 3. Teaching faculty (80% - for teaching, 20% - for service). The departments are interested in young researchers, which will receive grants for their research projects. The research activity at the department also attracts more students to it. J. Hyman and L. Jaccobs [6] have shown that some of the best educational experiences for college students take place not in the class, but in their interactions with professors in the context of shared research activities. The collaborative projects provide opportunities for students to become researchers in future, and sometimes they become coauthors of published papers or co-presenters at conferences. Proposal writing is the responsibility of faculty or the Principal Investigator (PI). From the other side, the Dean s office and Office of Grants and Contracts support faculty to apply for grants. They organizes workshops and training for faculty to introduce them to the available grant search databases subscribed by the University and teaches them how to use the search engines. They also train them on how to write grant proposals, use the electronic system of applications. In addition, faculty are educated on the federal/state/institutional and other foundation grant regulations and policies. There are 56 Centers and Institutes in the UNT, 20 of them at the College of Arts and Sciences. An important role in their activities plays Research and Statistical Support (RSS) group, supported by the Office of Vice-President for Research UNT. The mission of the RSS is to facilitate access to current research tools and statistical methodologies and to promote these methods to the research, instructional, and administrative communities at UNT; to encourage a collaborative research environment for researchers through the development and use of innovative computing technologies; to provide training and consultation in the appropriate use of statistical methodologies and computer software; and to facilitate access to data collection and data management technologies. Non-governmental organizations of research professionals play an important role in enhancing the research enterprise at universities in USA. One of them - NORDP (National Organization of

15 P a g e 15 Research Development Professionals) was established in Now NORDP is very popular among researchers in US and trends to become an international organization. The central goals of NORDP are to serve research development professionals and their institutions by providing a formal organization to: support professional development, enhance institutional research competitiveness, and catalyze new research and institutional collaborations. NORDP members pursue effective practices and best approaches to support the efforts of researchers to develop strategic research activities in response to the extramural funding landscape, catalyze new collaborations and partnerships, and inform funding agencies about exciting ongoing and emerging research efforts at their institutions. NORDP carries out its activity through 3 Committees: 1. Enhancing Research Collaboration. The goal of the Committee is to build resources and share effective practices that foster and enhance intra- and inter-institutional research collaboration. 2. Effective Practices & Professional Development. The goals of the Committee are to help provide opportunities Professionals to build their skills and knowledge and to share information about research development practices and activities that have been used successfully in various settings. 3. External Engagement. This Committee focuses on the interactions between NORDP and all external entities, including research funding, government and private agencies, and other professional organizations. Suggestions for implementation. The lack of regular and sustained training and workshops on grant writing and search of funding for faculty at Ukrainian universities is a major reason of low level of grants acquisition. There is an urgent need to develop and implement a sustained training program for faculty in grant writing and funding sources at NaUKMA. It can be realized through organizing an office of Grants within NaUKMA Research department. NaUKMA can also initiate foundation of all-ukrainian non-governmental organization for supporting faculty in their research enterprises.

16 P a g e Graduate education and research Doctoral education at the UNT is provided by Toulouse Graduate School. The study time varies and depends on the program. Doctoral study (including Master degree) for Business program last for 4 years, for Engineering program 5 years, for programs in Biology and Chemistry 5-7 years, and for History program 8-10 years. General Requirements for doctoral study at the UNT includes: The candidate must earn a minimum of 42 hours of graduate credit beyond the master s degree or 72 hours beyond the bachelor s degree. The candidate for the doctoral degree ordinarily is required to select a minor field. When an official minor is required or opted, the candidate s graduate advisory committee must include a faculty member from that area who will verify accountability in the minor area through comprehensive examinations, dissertation projects or other appropriate means. For doctoral degrees, the student must complete at least 12 hours in a single area to have the area count as a minor. Doctoral programs may require an admission examination. Entrance examination requirements vary according to the requirements of the different departments and colleges. Foreign language or tool-subject requirements differ for the various doctoral degrees and majors. Some departments require students to satisfy the foreign language requirement while other departments have established other tool-subjects. A degree plan listing all courses required for the doctoral degree should be completed by the student, approved by the student s advisory committee and department chair, and submitted to the graduate dean. The major professor and committee members are chosen on the advice of the department or division chair or graduate advisor in the major area.

17 P a g e 17 Qualifying Examination and Admission to Candidacy. The student who has completed all courses required for the degree (exclusive of dissertation) and has satisfied all admission, residency, language and other tool-subject requirements should request that the major professor arrange for the qualifying examination to be held. A dissertation is required of all candidates for the doctorate. For public defense the manuscript, book or articles (1 submitted and accepted, 1 submitted and 1 in manuscript) should be present. Membership of dissertation examination committees will include representatives of the major field and the minor field, if the student is pursuing a minor area. Selection of committee members from disciplines other than the major or minor field is highly encouraged, whenever appropriate. The number of members on such committees will normally be three to five, and for some programs at least three members from other institutions are required. One of the objectives of my study was to compare requirements and rules for PhD study at the UNT and NaUKMA Doctoral School. NaUKMA is the first Ukrainian university that begin the reformation of its post-graduate programs. The study process of structured doctoral programs differs from the training system of the traditional aspirantura. According to the basic principle of education through research all doctoral students of PhD programs are engaged in Kyiv-Mohyla Research Centers work. The new structured PhD programs require their students: to undertake a number of interdisciplinary and thematic courses; to carry out an individual and original research project, the results of which are considered by the scientific community to represent an essential contribution to knowledge in a particular field; to publish their research results in international or Ukrainian peer-reviewed journals (5 publication, 1 of them in international peer-review journal); to present their research results at international and Ukrainian conferences, forums, symposia; to teach courses and/or seminars for students of bachelor programs (50 hours in total);

18 P a g e 18 to write a dissertation (PhD thesis) based on individual research project; to defend their thesis before a dissertation commission composed specifically for this purpose that includes specialists from the research field of the candidate s thesis (5-7 members, at least 3 of them from other institutions). Suggestions for implementation. NaUKMA Doctoral School has already had some experience in providing PhD education within its multidisciplinary structural doctoral programs. This experience may be improved by wider collaboration with corresponding institutions from all over the world. It may be recommended for the NaUKMA doctoral programs to consider joint supervision for PhD students within the collaboration. CONCLUSIONS 1. Research activity is an integral part of modern University. Both the University of North Texas and the National University of Kyiv-Mohyla Academy provide superior graduate education, PhD studies and investigations and aspire to achieve status among the nation s tier-one research institutions. 2. In order to achieve this ambitious goal the university s administration has to secure main conditions and prerequisites, including recruiting and support distinguished faculty who are engaged in research and teaching; strengthening graduate and PhD education; developing world-class facilities to support faculty and student research and creative endeavors; supporting effective collaboration between university s research centers and business companies. 3. The best practices of research management at the University of North Texas can be considered as recommendations for reforms at the National University of Kyiv-Mohyla

19 P a g e 19 Academy. The division of Vice President for Research should include Office of Grants, Office of compliance and repots, Office of publication and technology transfer. 4. The main activity of all Research division offices should be focused on: providing trainings and workshops on funding search, grant application writing; support on grant administration (including financial) and reporting; assistance in patenting and cooperation with the manufacturing enterprises; help with searching of collaborators; support in dissemination of information on research centers, their achievements, the main areas of studies. 5. NaUKMA in order to become research university needs to provide strong support to faculty professional development, enhance institutional research competitiveness, and catalyze new research and institutional collaborations. It will be also good idea to catalyze new all-ukrainian interuniversity s network of professionals in order to enhance collaborations and partnerships, information on funding sources, dissemination of best research practices.

20 P a g e 20 REFERENCES 1. Policies of the University of North Texas / Research Intellectual Property Policy doi: Intellectual%20Property_%20Research%20Intellectual%20Property_0.pdf 2. COPYRIGHT COMPLIANCE POLICY ( ) doi: 3. UNT Strategic Plan for Research /A Ten-Year Plan Towards Becoming National Research University doi: %20May%2024% pdf 4. Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards /2 CFR Chapter 1, Chapter 2, parts 200, 215, 220, 225, and 230 //Federal Register - Vol.78, No. 248 (Dec. 26, 2013). 5. D.L. Birx, E. Anderson-Fletcher, E. Whitney (2013). Growing an Emerging Research University. //Journal of Research Administration, - Vol.44, No P Jeremy S. Hyman and Lynn F. Jacobs. 10 Reasons to Go to a Research University. - April 28, doi: reasons-to-go-to-a-research-university

21 P a g e 21 Appendix A. List of Persons interviewed 1. Dr. Tom McCoy, the UNT Vice President Research and Economic Development 2. Dr. David Schultz, Associate Vice President Research and Economic Development; 3. Dr. Richard H. Nader, Vice Provost for International Affairs; 4. Dr. Mark Wardell, Dean of Toulouse Graduate School; 5. Dr. Chris Littler, Chair of Physics; 6. Dr. Art Goven, Dean of Arts and Science; 7. Ann Rodella, Assistant Vice President for Research/Sponsored Programs; 8. Boyd Herndon, Director of Research Integrity and Compliance Office; 9. Dr. Floyd Del McDaniel, Director of Ion Beam Modification & Analysis Laboratory; 10. Dr. Gabriel Carranza, Asst. Vice Provost, Research Professor; 11. Dr. John Kuruvilla, Associate Dean of research and graduate Studies, College of Engineering; 12. Dr. Lynne R. Barga, Global Engagement Coordinator; 13. Justin Cook, Canopy Consulting International, Business Development and Export Compliance coordinator; 14. Olga Grieco, Director of the UNT International Center; 15. Marry Beth Butler, Director Communications, UNT International.

22 P a g e 22 B. Organizational Chart of the UNT research division Appendix