188.8.131.52 The institution identifies expected outcomes, assesses the extent to
which it achieves these outcomes, and provides evidence of
improvement based on analysis of the results in research within its mission, if appropriate. (Institutional effectiveness - research within its mission, if appropriate)
The University of New Orleans is a student-centered, urban research institution. Research is an integral part of campus life and an important means through which the University impacts its constituents. The University clearly identifies research as central to its mission:
The University of New Orleans is a comprehensive urban research university committed to providing educational excellence to a diverse undergraduate and graduate student body. The University is one of the region's foremost public resources, offering a variety of world-class, research-based programs, advancing shared knowledge and adding to the region's industry, culture and economy. The University of New Orleans, as a global community asset, serves national and international students and enhances the quality of life in New Orleans, the state, the nation, and the world, by participating in a broad array of research, service learning, cultural and academic activities.
There are six overarching goals in the UNO 2020 Strategic Plan, one of which emphasizes strengthening the University’s research and creative activities. The three strategies developed to achieve this goal are:
1) Improve research infrastructure;
2) Identify and support areas of research excellence and promise; and
3) Build internal and external collaboration with a focus on interdisciplinary or cross-cutting collaborations.
The Vice President for Research and Economic Development, and the units that report to that Vice President, oversee the University functions related to research and sponsored activities. The role of University research is to make a contribution to society in myriad ways in which the academy is uniquely qualified, such as:
1) Fundamental research to discover and understand our universe;
2) Creative endeavors which frame our consciousness and underscore our humanity;
3) Inventing technology in partnership with the private sector; and
4) Partnerships with our communities to enhance them economically, socially, politically, and educationally.
The Office of Research and Sponsored Programs (ORSP) is tasked with furthering these goals in two ways. First, the office is responsible for monitoring compliance in areas such as ethics, scientific integrity, financial integrity, and avoidance of conflicts of interests. Second, the office serves faculty by assisting them to further their research pursuits, often assisting in the acquisition of external funds.
The Training, Resource and Assistive-technology Center (TRAC) provides training programs and community outreach programs to persons with disabilities, rehabilitation professionals, educators, and employers. The center acts as a valuable resource on disability issues.
There are several centers and institutes at UNO that support the research interests of the campus community, as well as contribute to broader state, national and international communities. Each center and institute has a unique mission in an effort to advance the research agenda of the University. Table 1 presents a list of active research centers and institutes organized by the college with which they are affiliated.Some centers are only recognized at the campus level while others have undergone a process to receive approval from the Board of Regents as a research center.
Table 1. Research Centers and Institutes
|Center/Institute||Board of Regents Approval|
|College of Business Administration|
|Division of Business and Economic Research (DBER)|
|Institute for Economic Development and Real Estate Research (IEDRER)|
|Hospitality Research Center (HRC)||X|
|College of Engineering|
|Energy Conversion & Conservation Center (ECCC)|
|Maritime Environmental Resources and Information Center (MERIC)|
|College of Liberal Arts|
|Center Austria (CA)|
|Center for Hazards Assessment Response and Technology (CHART)||X|
|Merritt C. Becker Jr. UNO Transportation Institute (UNOTI)||X|
|Midlo Center (MIDLO)|
|New Orleans Jazz Institute (NOJI)||X|
|Survey Research Center (SRC)|
|College of Sciences|
|Advanced Materials Research Institute (AMRI)||X|
|Greater New Orleans Center for Information Assurance (GNOCIA)||X|
|Pontchartrain Institute for Environmental Science (PIES)||X|
Research Expectations for Faculty
As is fitting in an institution for which research is a core value in its mission, tenured and tenure-track University faculty are required to pursue research, scholarship, and other creative activities. The centrality of research in the faculty role is clearly articulated in Section 3.7 of the Employee Handbook.
Members of the academic staff are expected to devote themselves to the accomplishment of the purposes for which the university exists: instruction, research and public service.
Faculty Workload Policy
Teaching loads may be reduced, subject to the needs of the department, for several forms of activity: supervision of graduate students, course and curriculum design, faculty development, research or creative work, and administrative duty. Details related to research, scholarship and creative activities are provided in the UNO Faculty Workload Policy. Credit hour equivalence of any research activity must be evaluated within each department on an annual basis and compared against the standards developed within that department and approved by the Dean and Provost. Credit will only be awarded for activities that directly promote or advance the university.
Academic employees are evaluated annually in accordance with University of Louisiana System Bylaw Ch 3, Section X, D regarding faculty and staff evaluations as well as UNO’s Administrative Policy BA 45.2: Performance Appraisal Requirements for Classified, Unclassified, and Academic Employees. Each academic year, faculty are evaluated in relation to an appropriate mix of teaching, research, and service.
Graduate Faculty Appointments
Qualified faculty who are members of departments that offer graduate programs may be appointed to the graduate faculty. Details regarding graduate faculty appointments are included in UNO’s Administrative Policy AA 07.2: Graduate Faculty. A faculty member must be a member of the graduate faculty in order to teach a course for graduate credit, serve on master’s and doctoral committees, chair master’s thesis and doctoral dissertation committees, and serve on the Graduate Council. One of the seven criteria for appointment to Full Graduate Status is:
Scholarly Work: Evidence of sustained engagement in the member’s academic field as evidenced by refereed publications or presentations, contracts or grant funding, and/or creative works that demonstrate peer recognition of competence in the field. A minimum of three activities within this category since the last graduate faculty appointment is required.
Individuals whose primary responsibility is conducting research and who often are paid from grant or contract funds are to be appointed as Postdoctoral Researcher, Senior Postdoctoral Researcher, Assistant Professor-Research, Associate Professor-Research, or Professor-Research. Details regarding these special, time-limited appointments are available in UNO’s Administrative Policy 21.2: Faculty Appointments.
Promotion and Tenure
The University of New Orleans operates under the University of Louisiana System’s Promotion and Tenure Bylaw Ch 3, Section XI. As detailed in the University’s Applications for Promotion and Tenure document, candidate evaluation emphasizes external reviews of scholarly work in addition to teaching effectiveness. Forms relating to the promotion and tenure process are available on the Policies, Procedures and Forms section of the Academic Affairs website.
The University of New Orleans operates under University of Louisiana System’s Sabbatical Leave PPM: FS-III.V.D-1. As detailed in the Fall 2013 memo regarding sabbatical leave requests for the 2014-15 year, examples of pursuits appropriate for leave include:
1. To improve an individual's research, artistic, or scholarly skills.
2. To change the direction, thrust, or area of an individual's specialization within a subject field.
3. To participate with a peer in a worthy project or activity that could not be accomplished under a normal academic workload.
4. To conduct intensive research or other scholarly activity that requires access to material that is not available at local museums, archives, or libraries.
5. To use equipment, laboratories, or facilities that are not available on the individual's home campus.
6. To conduct extended field research.
7. To initiate or facilitate cooperative projects with other universities.
8. To develop and prepare material for a book or new course when completion of the task during the sabbatical leave is both feasible and expected.
9. To conduct other scholarly endeavors of equal merit.
Forms relating to the sabbatical leave request process are available on the Policies, Procedures and Forms section of the Academic Affairs website.
For background information and improvements related to the institutional effectiveness process, please refer to the background section in Comprehensive Standard 184.108.40.206.
Several examples of older institutional effectiveness plans and assessment data are presented to provide context and evidence of mature data.
Office of Research and Sponsored Programs
- 2009-10 Plan
- 2009-10 Assessment
- 2010-11 Plan
- 2010-11 Assessment
- 2011-12 Plan
- 2011-12 Assessment Unavailable
Division of Business and Economic Research
Identifies Expected Outcomes
Research units at the University of New Orleans identify expected outcomes. Table 2 presents a list of research units with the expected outcomes identified in their 2013-14 institutional effectiveness plans.
Table 2. Research Unit Outcomes
|COBA||Division of Business and Economic Research||Outcomes|
|COBA||Institute for Economic Development and Real Estate Research||Outcomes|
|COBA||Hospitality Research Center||Outcomes|
|COE||Energy Conversion & Conservation Center||Outcomes|
|COE||Maritime Environmental Resources and Information Center||Outcomes|
|COLA||Center for Hazards Assessment Response and Technology||Outcomes|
|COLA||Merritt C. Becker Jr. UNO Transportation Institute||Outcomes|
|COLA||New Orleans Jazz Institute||Outcomes|
|COLA||Survey Research Center||Outcomes|
|COS||Advanced Materials Research Institute||Outcomes|
|COS||Greater New Orleans Center for Information Assurance||Unavailable|
|COS||Pontchartrain Institute for Environmental Science||Outcomes|
|Research||Office of Research and Sponsored Programs||Outcomes|
|Research||Training, Resource and Assistive-technology Center||Outcomes|
Assesses the Extent to Which Outcomes are Achieved
Research units at The University of New Orleans have measures in place to assess the extent to which identified expected outcomes are achieved. Quantifiable performance targets related to the outcomes and assessment methods are documented as well. Table 3 presents a list of research units with the measures and targets identified in their 2013-14 institutional effectiveness plans.
Table 3. Research Unit Measures and Targets
|COBA||Division of Business and Economic Research||Measures and Targets|
|COBA||Institute for Economic Development and Real Estate Research||Measures and Targets|
|COBA||Hospitality Research Center||Measures and Targets|
|COE||Energy Conversion & Conservation Center||Measures and Targets|
|COE||Maritime Environmental Resources and Information Center||Measures and Targets|
|COLA||Center Austria||Measures and Targets|
|COLA||Center for Hazards Assessment Response and Technology||Measures and Targets|
|COLA||Merritt C. Becker Jr. UNO Transportation Institute||Measures and Targets|
|COLA||Midlo Center||Measures and Targets|
|COLA||New Orleans Jazz Institute||Measures and Targets|
|COLA||Survey Research Center||Measures and Targets|
|COS||Advanced Materials Research Institute||Measures and Targets|
|COS||Greater New Orleans Center for Information Assurance||Unavailable|
|COS||Pontchartrain Institute for Environmental Science||Measures and Targets|
|Research||Office of Research and Sponsored Programs||Measures and Targets|
|Research||Training, Resource and Assistive-technology Center||Measures and Targets|
Provides Evidence of Improvement Based on Analysis of Results
Closing the loop is the most important step in the institutional effectiveness cycle – it involves analyzing data and then modifying strategies as needed to better achieve measurable objectives. Plans and assessments are not judged by whether or not measurable objectives were achieved – but by whether or not a documented effort was made, data analyzed, and appropriate changes made to the strategies in order to better achieve measurable objectives in the future.
Research units at the University of New Orleans report findings and develop closing the loop action plans based on data collected. The action plans are designed for continual improvement. A sample of research units is presented to demonstrate how improvements are made based on analysis of results. Of the 15 active centers and institutes at the University, five units were selected (one third), and two closing the loop examples within each unit’s plan are presented.
Tables 4 through 8 present research units with expected outcomes, measures, targets, findings, and action plans included in their 2013-14 institutional effectiveness plans.
Table 4. Energy Conversion & Conservation Center – Sample Findings and Action Plans
|Secure research funding||Funding levels||Maintain average $250,000 per year||$200,420 (Both federal and state funding is reduced.)||
Revise the targeted criteria for research funding
Due to the recent difficulty in getting external funding, the targeted criteria is reduced to $100,000 for next year.
|Publish scholarly papers at both conferences and in journals||Numbers of research papers published||Maintain 8 conference papers and journal papers per year||Published 16 conference and 14 journal papers.||The target has been met. Continue the same target and effort.|
Table 5. Merritt C. Becker Jr. UNO Transportation Institute – Sample Findings and Action Plans
|Develop transportation-focused educational opportunities||
MS in Transportation Studies proposal
|By Fall 2015, begin offering program with new courses developed and ready to deliver each semester.||MST LOI approved. MST full proposal submitted to academic affairs for the UL system review 6/12/14.||
Degree program kickoff:
Board of Regents approves MST proposal. New courses put through Courses and Curriculum committee.
Marketing of MST:
Market the new MST program to recruit students and industry supporters.
New faculty line:
Hire an additional faculty to support the new MST program.
|To develop regionally and nationally competitive research program in the areas of freight/ports, transit-oriented development, evacuation planning, and sustainable, resilient and equitable transportation systems. Nurture and develop stronger partnerships with funding agencies, such as the La DOTD/LTRC, RPC, and other universities, such as LSU to attract federal UTC funding. Actively participate in the Consortium of UTCs and with partners in Louisiana and Texas. Identify new partners across the USA. Develop common research proposals. Apply for funding.||Tally proposals and funding applications.||Minimum of 5 external research proposals submitted in 2013/2014.||8 proposals were submitted with 2 funded, 5 awaiting funder decision.||
Submit a minimum of 8 external research proposals in 2014/2015.
Table 6. Midlo Center – Sample Findings and Action Plans
|Complete application for 2 new research grants.||
Tally number of projects
100% increase in proposals submitted to granting agencies over 2012-13
1 research grant - written by the Midlo Director for Summer Research project by the Midlo Chair and students - successful. 1 research project written by the Midlo Director for BoR Grant - not submitted
The Documenting Runaway Slaves (DRS) digital pilot project, using UNO students and faculty working together, has collected an impressive amount of information on the lives and movements of enslaved African Americans in the region.
|The DRS pilot project, in process now (supported by successful application for SCORE grant), will be completed summer 2014. The project has worked in collaboration with UNO's digital librarian to help create templates. A larger collaboration has been formed (May 2014) that moves this project from a 3-state regional project to one of a much larger scale, with Cornell University as a central digital partner. A larger research grant, in collaboration with Cornell U and the other university partners will be written and submitted in fall 2014. Meanwhile, the UNO project will continue under the Midlo Center, as faculty and students work together on the project, using students as interns, work-study, for credit and noncredit. The Midlo Center will make sure that news of this fascinating project be disseminated both locally and nationally, bringing prestige to the university.|
|Sponsor 1 new public lecture series to link the university with the community||Tally number of events from 2013-14 Midlo Annual Report||20% increase in lectures over 2012-13||
1 public event with interviews (filmed) (10 sessions/2 days), 1 public event with lectures/presentations (15 sessions/3 days), 8 public lectures 3 scholarly lectures
Plans are in the works for the Herman L. Midlo Lecture on Civil Rights, to be held in the spring 2014. Herman L. Midlo (1900 – 1978) was a civil rights lawyer in New Orleans in the 1930s through the 1950s, and after his death, Mrs. Midlo funded the Center and the Midlo Lecture Series as a memorial to his work. In 1994, Mrs. Midlo extended her contribution and funded the Ethel and Herman Midlo Chair in New Orleans Studies as part of the Louisiana Board of Regents eminent scholars program, and the holder of the Midlo Chair would henceforth serve as director of the Center. Update - the lecture was cancelled: however, Dr Atkinson and Dr. Mitchell both presented several lectures locally and the lecture was rescheduled to October 2014.
Midlo Lecture to be held October 2014: In connection with the collaboration between the Midlo Center and the LIbraries of Richmond (Va) and the Historic New Orleans Collection on a major conference/exhibit on the internal slave trade, to be held March 2015, the Midlo Center will hold its Midlo Lecture in October 2014, inviting a scholar to speak on the internal slave trade, and building interest in the March 2015 conference.
Table 7. New Orleans Jazz Institute – Sample Findings and Action Plans
|Increase exposure for NOJI Masters Series commissions and performances||Evaluation of performances, attendance, marketing and community recognition. Analysis biannually after Masters Series performances have concluded.||
20% increase in size of audience reached through performances and marketing
|In fall 2013, the approximate number of attendees at Masters Series performances was 475. By incorporating M.S. into NOJO’s Hometown Concert Series in spring 2014, the approximate number of attendees was 600.||
Increase venue capacity for Masters Series performance(s) and enhance the communications plan
NOJI will continue to leverage Masters Series as a professional development opportunity for the professors, as well as a recruiting and promotional tool for the university. In the fall, NOJO plans to incorporate the Masters Series commissions into the NOJO big band's only fall performance in the city at a major (800+) venue. A communications strategy to bolster community interest is in its planning stages. The arrangements will also be featured during NOJO's fall and spring tours across the country. In addition, NOJI will incorporate Irvin Mayfield's composition students, as well as other Jazz Studies composition students, into the commission and review process for Masters Series.
Develop a high school Jazz band festival focused on recruiting new, talented students for the university
|Development and evaluation of event||Development of the festival, as well as general evaluation of the participating schools. Festival to be hosted within the 13-14 time frame.||The first “Essentially Ellington” High School Jazz Band Festival was hosted at UNO in April 2014. The festival featured eight high school Jazz bands from four states in the region; the event was well-received by both directors and students. Our partner, Jazz at Lincoln Center, was pleased with the initial festival and plans to continue hosting it with NOJI at UNO moving forward.||
Grow festival to include 10 high school Jazz bands:
Now that the festival is established, the new goal will be to grow the festival to 10 high school Jazz bands (inaugural festival included 8 bands). Due to the size of UNO's Performing Arts Center, we cannot increase the festival beyond 10 total bands.
Table 8. Pontchartrain Institute for Environmental Science – Sample Findings and Action Plans
Increase PIES national/international profile by increasing publications/ presentations and impact of the publications. Increase the number of publications in higher impact journals.
New publications and presentations will be tallied quarterly; numbers of citations will also be followed.
20% increase annually in number of publications, reports presentations, and citations per faculty members.
Increase in publications (18), technical reports (8), and presentations (20) from previous year.
Increase Publications and Presentations: The number of publications and presentations were used to measure PIES national/international profile. We measured these by tallying the number of presentations, publications, and technical reports for the year 2013-2014 that were listed on the core faculty’s updated CVs, then we compared this with the previous year's number of presentations, publications, and technical reports for the core faculty. Our action plan is to increase these by increasing collaborative proposals and projects within UNO and with outside research institutions and groups. This increase of co-authored publications and high-profile research, will increase our national and international profile.
Increase federal and state funding annually by 25%
Funding levels will be assessed annually.
25% increase in funding over the next 12 months
Did not meet our goal of increasing funding by 25% for 2013-2014.
2013-14: $796,05228% decrease
|Funding for 2013-2014 was measured by adding up the total funded proposals for the year, and compared to the funding for 2012-2013. We did not meet the target of increasing funding by 25%. Our action plan to increase funding is to increase proposals to fund research that is collaborative within the university and with outside research units. We are also working to expand the institute by increasing the number of core faculty and faculty affiliates within PIES.|
|IE_Plan_Evaluation_Rubric_CenterInstitute||IE Plan Evaluation Rubric: Center and Institute|
|IE_Plan_Template_CenterInstitute||IE Plan Template: Center and Institute|
|MT_AMRI||Measures and Targets: Advanced Materials Research Institute|
|MT_CA||Measures and Targets: Center Austria|
|MT_CHART||Measures and Targets: Center for Hazards Assessment Response and Technology|
|MT_DBER||Measures and Targets: Division of Business and Economic Research|
|MT_ECCC||Measures and Targets: Energy Conversion & Conservation Center|
|MT_HRC||Measures and Targets: Hospitality Research Center|
|MT_IEDRER||Outcomes: Institute for Economic Development and Real Estate Research|
|MT_MERIC||Measures and Targets: Maritime Environmental Resources and Information Center|
|MT_MIDLO||Measures and Targets: Midlo Center|
|MT_NOJI||Measures and Targets: New Orleans Jazz Institute|
|MT_ORSP||Measures and Targets: Office of Research and Sponsored Programs|
|MT_PIES||Measures and Targets: Pontchartrain Institute for Environmental Science|
|MT_TRAC||Measures and Targets: Training, Resource and Assistive-technology Center|
|MT_UNOTI||Measures and Targets: Merritt C. Becker Jr. UNO Transportation Institute|
|Outcomes_AMRI||Outcomes: Advanced Materials Research Institute|
|Outcomes_CA||Outcomes: Center Austria|
|Outcomes_CHART||Outcomes: Center for Hazards Assessment Response and Technology|
|Outcomes_DBER||Outcomes: Division of Business and Economic Research|
|Outcomes_ECCC||Outcomes: Energy Conversion & Conservation Center|
|Outcomes_HRC||Outcomes: Hospitality Research Center|
|Outcomes_IEDRER||Outcomes: Institute for Economic Development and Real Estate Research|
|Outcomes_MERIC||Outcomes: Maritime Environmental Resources and Information Center|
|Outcomes_MIDLO||Outcomes: Midlo Center|
|Outcomes_NOJI||Outcomes: New Orleans Jazz Institute|
|Outcomes_ORSP||Outcomes: Office of Research and Sponsored Programs|
|Outcomes_PIES||Outcomes: Pontchartrain Institute for Environmental Science|
|Outcomes_TRAC||Outcomes: Training, Resource and Assistive-technology Center|
|Outcomes_UNOTI||Outcomes: Merritt C. Becker Jr. UNO Transportation Institute|
|UL_System_Chpt_3_XI_Tenure||University of Louisiana System Bylaw: Ch 3, Section XI, Promotion and Tenure|
|ULS_Bylaw_Chpt_3_X_Faculty_Rank||University of Louisiana System Bylaw: Ch 3, Section X, D, Faculty Evaluation|
|ULS_PPM_FS_IIIVD_1_Sabbatical_Leave||University of Louisiana System PPM: FS-III.V.D.-1 Sabbatical Leave|
|UNO_AP_AA_072_Graduate_Faculty||UNO Administrative Policy AA 07.2: Graduate Faculty|
|UNO_AP_AA_212_Faculty_Appointments||UNO Administrative Policy AA 21.2: Faculty Appointments|
|UNO_AP_BA_452_Performance_Appraisal||UNO Administrative Policy BA 45.2: Performance Appraisal Requirements for Classified, Unclassified, and Academic Employees|
|UNO_Applications_for_Promotion_and_Tenure||UNO Applications for Promotion and Tenure Document|
|UNO_Employee_Handbook||UNO Employee Handbook|
|UNO_Faculty_Workload_Policy||UNO Faculty Workload Policy|
|UNO_IE_Handbook||UNO Institutional Effectiveness Handbook|
|UNO_IE_Website||UNO Institutional Effectiveness Website|
|UNO_Memo_Sabbatical_Fall 2013||UNO Memo Regarding Sabbatical Leave Requests|
|UNO_Strategic_Plan_2015-2020||University of New Orleans Strategic Plan: UNO 2020|
|UNO_Website_Mission||Mission statement published on website|
|Website_AA_Policies_Procedures_Forms||UNO Website: Academic Affairs Policies, Procedures and Forms|
|Website_AMRI||Advanced Materials Research Institute|
|Website_CHART||Center for Hazards Assessment Response and Technology|
|Website_DBER||Division of Business and Economic Research|
|Website_ECCC||Energy Conversion & Conservation Center|
|Website_GNOCIA||Greater New Orleans Center for Information Assurance|
|Website_HRC||Hospitality Research Center|
|Website_IEDRER||Institute for Economic Development and Real Estate Research|
|Website_MERIC||Maritime Environmental Resources and Information Center|
|Website_NOJI||New Orleans Jazz Institute|
|Website_ORSP||UNO Website: Office of Research and Sponsored Programs|
|Website_PIES||Pontchartrain Institute for Environmental Science|
|Website_Research||UNO Website: Research and Sponsored Activities|
|Website_Research_Technology_Park||Research and Technology Park|
|Website_SRC||Survey Research Center|
|Website_TRAC||Training, Resource and Assistive-technology Center|
|Website_UNOTI||Merritt C. Becker Jr. UNO Transportation Institute|