BDP 2008 - 2009 Application Form
AMP Quick Links: SYSTEM DYNAMICS INSTITUTE UR CERTIFICATION INSTRUCTIONS
Other Opportunities for research internships in the US and in PR PR-LSAMP NEWSLETTERS
Bridge to the Doctorate Program:
A Five Year History in Pictures
STUDENTS E-REGISTRATIONS FOR ALL PR-LSAMP ACTIVITIES
FACULTY E-REGISTRATIONS FOR ALL PR-LSAMP ACTIVITIES
University of Puerto Rico
The Resource Center for Science and Engineering
The University of Puerto Rico created the Resource Center for Science and Engineering (RCSE) in 1980 to foster and nurture a community of future scientists, mathematicians, engineers, and technologists to provide Puerto Rico with the human resources infrastructure and research base needed for the Island’s economic development and global competitiveness. Founded with joint support from the National Science Foundation, the RCSE has been extremely successful in pursuing its goals and has experienced a sound and steadfast growth in the scope of its programs.
In designing an organizational strategy to achieve its mission, the RCSE has developed four fundamental practices that enable it to function as a highly entrepreneurial entity, these are:
- creation of strategic alliances
- adoption of a virtual organization structure that serves as a catalyst of systemic change
- development of a systems thinking perspective to approach educational reform
- engagement in a constant search for windows of opportunities to enhance its operation
The Puerto Rico Louis Stokes Alliance for Minority Participation (PR-LSAMP) Phase IV, is a collaborative between the National Science Foundation (NSF) and the University of Puerto Rico (UPR) system and two private universities – Inter-American University System (IAU)b and the Pontifical Catholic University of Puerto Rico (PCUPR). Created in 1991, PR-LSAMP aims at increasing the number of students who successfully complete a baccalaureate degree in science, technology, engineering, astronomie lunaire (voir calendrier des phases de la lune ici), and mathematics (STEM), and pursue and complete a graduate degree in a STEM-related field. During the first three Phases of PR-LSAMP (1991 to 2006), undergraduate STEM enrollment at participating institutions increased from 12,572 to 27,993 in 2005. During this same period of time, institutions awarded 42,073 BS degrees, and the annual degree production increased from 1,709 in 1991 to 3,124 in 2006, placing PR-LSAMP institutions as the Nation’s leading producer of Hispanic STEM BS degree recipients. This accomplishment was stimulated by a two-prong approach: (1) increasing enrollment in STEM disciplines, and (2) improving retention and graduation rates by implementing a series of strategies to improve the effectiveness and efficiency of STEM programs.
Calendar of Activities - Calendar of Activities for each PR-LSAMP Component
What is PR-LSAMP
PR-LSAMP Organizational Structure
PR-LSAMP METRICS
Enrollment
Degrees BS
Degrees PH.D.
Index of Course Efficiency (ICE)
The PR-LSAMP Student Tracking System
PR-LSAMP Main Events
The Annual Best Practices Conference on Teaching and Learning
The Puerto Rico Interdisciplinary Scientific Meeting (PRISM)
The Transdisciplinary Research Conference
The System Dynamics Congress
Curriculum & Teaching Strategies
TaDDEI
Chem-2-Chem
Cooperative Learning
Integration of Class and Laboratory in the Introductory Physics Course
Precalculus Tools for Everyone
Internet Tutorials for Calculus II Course
PR-LSAMP System Dynamics Institute
Electronic Data Banks for STEM disciplines
Electronic Modules for STEM students to Become Fluent in Information Technology (FITness)
An assessment system to measure effectiveness of the General Physics Course
Short digital videos for demonstrations and lab activities in Physics
Electronic Modules for Students to Master Hard to Learn Physics Concepts
Electronic Modules to Expand Interdisciplinary Capabilities of STEM Students
An Interdisciplinary Module to Reinforce the Integration of Concepts from the Three Main Disciplines: Biology, Physics and Chemistry
Electronic Modules for STEM students to Become Fluent in Information Technology (FITness)
Enhancing UPR-Mayaguez Web Tools to Reduce Failure and Withdrawal Rates in Pre-Calculus and Calculus Courses
E-Learning Specialist Certification Conference
Using the NSF Digital Library (NSDL) to Enhance Computer Science Education
Student Activities
Research Experiences
Undergraduate-to-Graduate Bridging Activities
Pre-College-to-College Bridging Activities
System Dynamics Intensive Course
Bridge to the Doctorate Program
PR-LSAMP Annual Reports
PR-LSAMP Newsletters
Main Events
NEW Online Registration! - Create your profile and register for PR-LSAMP Activities E-REGISTRATION
Calendar of Activities - Calendar of Activities for each PR-LSAMP Component
Upcoming Events
January - May 2008 - Calendar of Activities for each PR-LSAMP Component
October 24, 2008 - PR-LSAMP Annual Best Practices Conference, Dorado Embassy Suites Hotel
Past Main Events (2004-07)
March 2004 – The Puerto Rico Interdisciplinary Scientific Meeting (PRISM), UPR-Humacao
May 2004 - Workshop on “Using the NSF Digital Library (NSDL) to Enhance Computer Science Education
October 2004 – The Annual Best Practices Conference on Teaching and Learning, San Juan Intercontinental Hotel
December 2004 – The First Transdisciplinary Research Conference, Condado Plaza Hotel
March 2005 – The Puerto Rico Interdisciplinary Scientific Meeting at UPR-Mayaguez
May 2005 – The Second Transdisciplinary Research Conference, Mayaguez Resort and Casino
October 2005 – The Annual Best Practices Conference on Teaching and Learning, Ponce Hilton
January 2006 – The PR-LSAMP Advisory Board Meeting
January 2006 – The E-Learning Specialist Certification Conference, Ponce Hilton
March 2006 – The Puerto Rico Interdisciplinary Scientific Meeting (PRISM) at UPR-Cayey
August 2006 – “ Scientists as Entrepreneurs” Workshop at UPR-RCSE
October 2006 – The Annual Best Practices Conference on Teaching and Learning at The Embassy Suites Hotel in Dorado, Puerto Rico
December 2006 – The System Dynamics Congress at Mayaguez Resort and Casino and UPR-Mayaguez
March 2007 – The Puerto Rico Interdisciplinary Scientific Meeting (PRISM) at UIA-Bayamón
October 2007 – 2007 Annual Best Practices Conference on Teaching and Learning at Embassy Suites Hotel, Dorado del Mar
Calendar of PR-LSAMP Activities
This section contains the dates for the different activities that PR-LSAMP sponsors for students and professors.
Activity
Period
Calendar
Undergraduate to Graduate Bridging Component - Rio Piedras
Aug-Dec 2008
Undergraduate to Graduate Bridging Component - UPR Mayaguez
Aug-Dec 2008
Bridge to Doctorate - Cohort III
Aug - May 2007
Bridge to Doctorate - Cohort IV
Jan-May 2008
Bridge to Doctorate - Cohort 5
Rio Piedras
Aug-Dec 2008
Bridge to Doctorate - Cohort 5 Mayaguez
Aug-Dec 2007
Bridge to Doctorate - Cohort 6
Rio Piedras
Aug-Dec 2008
Mentoring -PUCPR - PONCE
2006 - 2007
UG Reseach with Mentoring
UPR ARECIBO
Aug-Dec 2008
UG Research with Mentoring
UPR MAYAGUEZ
Aug-Dec 2008
Mentoring -UPR CAYEY
Aug-Dec 2008
UG Research with Mentoring
UPR AGUADILLA
Jan-May 2008
UG Research with Mentoring
UPR BAYAMON
Jan-May 2008
Mentoring -UIA METRO
Aug-Dec 2007
Mentoring -UIA BAYAMON
Aug-Dec 2008
UR Research with Mentoring
UPR Rio Piedras
Aug-Dec 2008
Engineering UPR-Mayaguez
Aug-Dec 2008
PR-LSAMP Forms
This page contains links to forms that we make available for FTP download. Click on the appropriate file begin downloading. A definition of the file formats is available at the bottom of this page. File sizes are approximate.
Available E-Forms:
To apply for present and future PR-LSAMP activities, you will need to first register HERE .
Forms to be downloaded using FTP:
Undergraduate Research
Requisition Form (materials)
Bridge to the Doctorate Program
Requisition form (materials)
Student Monthly Time Table Report for BDP Fellows
Others
Pfizer Fellowship Program - Certification of Work Done
Requisition Form (materials)
Formats: .zip (5k), .pdf (8k).
Last updated: June 26, 2002.
Student Montly Time Table Report for BDP Fellows
Formats: .zip (19k), .pdf (20k).
Last updated: April 28, 2004.
File Formats
WinZip Software
Name.zip - Compressed Word 97 Document.
To decompress you need WinZip.
Click Here to download it.
Acrobat Reader Software
Name.pdf - Acrobat Reader Format. To see this document you need Acrobat Reader.
Click here to download it.
Charter of the Puerto Rico Resource Center for Science and Engineering
Historical Background
During the 1970’s, Puerto Rico was in the throes of an economic transition to highly
technical capital intensive industry, mainly pharmaceutical, petrochemical, and
electronics, which demanded drastic and rapid changes in the preparation of its human
capital, particularly in the fields of science and engineering. At the national level, the
Federal Government, on the other hand, was strongly promoting the participation of
minorities and low-income students in science and engineering fields through programs
sponsored by the National Science Foundation. As a result of these two converging
forces, the University of Puerto Rico System, together with the three largest private
institutions, Inter American University, Catholic University, and the Ana G. Méndez
Foundation, pooled their resources and submitted a proposal to the National Science
Foundation to create and operate the Puerto Rico Resource Center for Science and
Engineering (PR-RCSE). On June 16, 1980, after a highly competitive process, the
National Science Foundation awarded the University of Puerto Rico a $2.7 million grant
to establish NSF’s third national Resource Center for Science and Engineering on the
Island. The UPR contributed $2.4 in matching funds. The first national Center was
established in 1978 at Atlanta University, a cooperative effort of 38 institutions; and the
second national Center was established at the University of New Mexico, an alliance of
16 higher education institutions in the southwest.
Although physically located at the UPR Río Piedras Campus, the multi-institutional,
multi-disciplinary nature of the Center called for the organizational structure of the PRRCSE to be ascribed to the UPR Central Administration, responding to the President of
the University through the then Director of the Academic Affairs Systemwide Office. Dr.
Manuel Gómez, who at that time was Dean of Natural Sciences at UPR-Río Piedras
and led the multi-institutional task force that conceptualized the Center, was appointed
by the UPR President Director of the PR-RCSE, a position that he successfully holds
two decades later. At the time of the creation of the PR-RCSE, the then Council of
Higher Education approved the plan of action and mission of the Center and approved
the proposal and committed itself to institutionalize the Center upon completion of the
NSF grant.
Two major achievements in the first years of the PR-RCSE was the creation of the first
truly multi-campus PhD program in biology at UPR-Rio Piedras and Medical Sciences
Campus and the first multidisciplinary PhD program in chemical physics including the
Physics and Chemistry departments of UPR-Rio Piedras and UPR Mayagüez. The
other was the development of a K-16+
continuum of innovative systemic education
projects to develop S&T education and increase the number of Puerto Rican students
who complete careers in these disciplines.
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Twenty-three Years Later
In the past two decades, the 1980 goal of increasing the number of minority and lowincome students in science and engineering careers has evolved into an entrepreneurial
organization with the mission of “Fostering and nurturing a community of present and
future scientists, mathematicians, engineers, technologists, innovators and
entrepreneurs to provide Puerto Rico the human resources infrastructure and research
base required for the Island’s economic development and global competitiveness.”
Since that time, the RCSE has grown steadily, diversifying its programs, services, and
funding sources in a coherent and strategic manner. The RCSE has a $21 million
budget with a portfolio of 42 projects from 12 different agencies (federal, state and
private) interwoven into a unified global strategy. The RCSE’s funds are obtained
through competitive grantsmanship processes and the formation of strategic alliances to
optimize UPR system resources and to foster industrial and private institutional
partnerships.
Since its inception in 1980, the leaders of the UPR and the PR-RCSE envisioned the
need to create and maintain at the System level an agile and flexible structure that had
sufficient freedom from the constraints of the traditional institutional culture to lead,
respond to, and support innovation as well as the capacity to establish effective working
relationships among diverse organizations to forge alliances that pool the best
resources across institutional boundaries in order to achieve the following common
goals: the island wide reform of the science, mathematics, engineering and technology
educational system and the development of the research infrastructure required to
make Puerto Rico competitive in R&D. Intrinsically these goals are broader than those
of the individual institutions. Partners over the years have included the major
universities in Puerto Rico, the Puerto Rico Department of Education, the Puerto Rico
Chamber of Commerce, the Puerto Rico Manufacturers Association, private industries,
and professional associations such as the American Chemical Society and the Puerto
Rico Associations of Science and Mathematics Teachers as well as internationally
recognized societies such as the National Science Teachers Association, the American
Association for the Advancement of Science (AAAS), and the Smithsonian Institute.
In the last two decades, the steady growth in human and fiscal resources led the PRRCSE to re-conceptualize its operation along crucial development pathways. As a
result, a Charter for the PR-RCSE was developed and a pre and post award
management system was created and implemented to: identify windows of opportunity
for securing funds to meet the educational and R&D needs of PR and the UPR System;
design and organize projects and Centers that respond to these needs; optimize the
use of resources while complying with the processes and regulations established by
UPR and the funding agencies, and to foster an entrepreneurial environment for
obtaining funds for S&T education and research. Since the primary role of the PRRCSE is to serve as a catalytic agent for innovation, 90% of the funds obtained by the
PR-RCSE are distributed to the UPR institutional units and to the private institutions for
the implementation of jointly planned education and research projects. Only ten percent
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of the funds are retained by the PR-RCSE to support its administrative structure and to
secure the services of consultants during the strategic planning process to develop new
projects, thus evidencing the cost-effectiveness of its operation.
The accumulated experience of the first 20 years, together with a steady growth in
human and fiscal resources have led the PR-RCSE to re-conceptualize itself several
times during this period of time to effectively meet its mission and goals. As a result, in
2001 a Charter was developed for the PR-RCSE.
On February 22, 2003, the Board of Directors of the University of Puerto Rico System
approved the reorganization of the UPR President’s Office, together with the
Institutional Chart and Organizational Plan. Certification No. 90 2002-03 of the Board of
Directors continues to recognize the system wide scope of the PR-RCSE; clearly states
the Center’s main function as one to promote the development of the natural sciences,
engineering and technology in the university system, and ascribes it to the recently
created Vice Presidency for Research and Technology.
Charter of the Puerto Resource Center for Science and Engineering
Mission
“To foster and nurture a community of present and future scientists, mathematicians,
engineers, technologists, innovators and entrepreneurs to provide Puerto Rico with the
human resources infrastructure and research base required for the Island’s economic
development and global competitiveness.”
Objectives
- To serve as a catalyst of and support the transformation of teaching and learning
at all educational levels (K-Graduate) in order to increase and retain an
increasing number of students who obtain degrees and pursue careers in
science, mathematics, engineering and technology fields. - To foster, support, and enhance a competitive R&D infrastructure by building
research capability, developing industry-university collaborations, and
strengthening the quality of graduate education programs in science,
engineering, mathematics and technology fields. - To identify the developmental needs of Puerto Rico and the University of Puerto
Rico for education and research in S&T, as well as to identify windows of
opportunities to secure funds to meet those needs. - To carry on analyses of strengths, weaknesses, opportunities, and threats
(SWOT) of the S&T research enterprise and human resource development
capacity of UPR and Puerto Rico and to define new and innovative projects to
respond to emerging challenges.
-4- - To follow an entrepreneurial approach in the development of programs,
processes, and the acquisition of external resources to support and enhance
their operation. - To develop a collaborative network and serve as a broker among the consortium
institutions and partners, bringing them together to identify the major educational
and research needs in Puerto Rico in science, engineering, mathematics and
technology areas and to jointly develop strategic alliances to provide the
programs and services to address them, and to foster innovation. - To sustain and develop a systemwide infrastructure for research and education
development and provide the information technology infrastructure needed to
support it. - Catalyze, foster, and design Centers and Institutes to meet the educational and
R&D needs of PR and the UPR System.
Organizational Strategies to Achieve Objectives - Creation of strategic alliances among diverse organizations that share goals
related to science, engineering, mathematics, and technology education and
research enterprise. - Adoption of a virtual organization structure to serve as a catalyst of systemic
change and capable of crossing traditional institutional boundaries and using
human resources distributed among the diverse institutional settings. - Development of a “systems” thinking perspective to approach educational and
R&D reform, envisioning the educational system as a seamless continuum from
K to Graduate, and forge Institutes and Centers to spearhead research in
strategic areas. - Assist in the creation of Research Centers, Multicampus/ Multidisciplinary
Institutes, and instrumentation facilities to serve as systemwide resources, and
as sites of expertise and technology transfer units. - Engage in a constant search for windows of opportunities to improve science,
engineering, mathematics, and technology education and research on the Island,
and then match those opportunities with Puerto Rico’s and institutional S&T
needs. - Development and implementation of a pre- and post-award management system
to ensure the cost-effectiveness of its operation; the optimization of resources;
compliance with the regulations of different funding agencies, and to retain the
flexibility and entrepreneurial qualities needed to meet existing and emerging
challenges and opportunities. - Establish multiple indicators or metrics to measure the value added of the
educational and research initiatives developed and implemented and to provide
continuous feedback for the development of the initiatives. - Build a research and education Infrastructure to support and enhance research
initiatives and to facilitate educational reform projects - Provide informatics technologies infrastructure for educational and research
initiatives.
10.Development of a database on human resources and R&D infrastructure in
-5-
S&T for the UPR System.
Organizational Scheme and Chart
During the first 20 years, the steady growth of the PR-RCSE in the number of projects,
fiscal and human resources, and the number of funding agencies called for a reconceptualization of its operation at several crucial developmental stages to: ensure the
cost-effectiveness of its operation, the optimization of the resources required to meet
the diverse requirements of the funded projects, and to retain the flexibility and
entrepreneurial qualities needed to meet emerging challenges and opportunities. As a
result, a Charter was developed for the PR-RCSE, including a unique and most
effective pre- and post-award management system.
The PR-RCSE has a core facility at the UPR-Río Piedras Campus and a second office
at the UPR-Mayagüez Campus where the UPR School of Engineering is located. Since
the main role of the PR-RCSE is to serve as a catalytic agent for innovation, its main
facility at UPR-Río Piedras houses only a “skeleton crew” of experts who serve as
advisors, coordinators, and administrative personnel to run the daily operation of the
Center. Only 10% of the PR-RCSE budget is assigned for this purpose, with ninety
percent of the funds obtained by the PR-RCSE being assigned to the different UPR
institutional units and private universities to implement educational and research
projects.
Five offices form the administrative structure of the PR-RCSE: The Office of the
Director, the Finance Office, the Human Resources Office, the Information Systems and
Technology Office, and the Support Services Office. In addition, project management
teams perform the post-award tasks required for educational and R&D projects
managed by the PR-RCSE.
An Advisory Board, whose national and local members represent the R&D and
educational community, assists the PR-RCSE in establishing its organizational policies,
designing new solutions for identified local educational and research needs, and sharing
knowledge of best R&D and educational practices available nationally and
internationally, and it makes recommendations to strengthen and enhance PR-RCSE
research and educational initiatives. Also, the PR-RCSE has in place the PR EPSCoR
State Committee that specifically assists the EPSCoR and EPSCoR like programs in
identifying and making recommendations on research thrust areas, areas in which
scientific research and infrastructure can be developed for the benefit of PR. It
proposes policies for reducing or eliminating barriers to the development of competitive
research in PR, promotes private sector involvement in university research and
expedites technology transfer, and fosters the creation of strategic alliances to enhance
competitive research initiatives. The members of the EPSCoR State Committee include
entrepreneurs, university, government and private sector representatives.
The Office of the Director
-6-
This office includes a Director, an Associate Director, an Assistant Director, and an
External Research Coordinator who assists in the identification of funding sources, the
development of proposals, and the development of technical reports.
In addition to establishing the Center’s programmatic and administrative policies, the
Office of the Director is responsible for: needs identification and strategic planning;
creation of strategic alliances among diverse public and private organizations;
identification of sources of funds; conceptualization, organization, preparation and
submission of proposals, the development of a multi-channel network that links all
stakeholders and promotes shared organizational knowledge; integration of new
projects with existing ones for synergy of efforts; identification and recruitment of the
best human resources --local, national, and international-- to implement the projects;
meetings with Presidents, Chancellors and CEOs to foster the expansion and
institutionalization of successful initiatives, and providing visibility to the PR-RCSE
initiatives through presentations in local, national, and international forums.
Project Management
Every educational and R&D project in the PR-RCSE is assigned a Project Manager to
ensure appropriate implementation of the post-award management system established
by the PR-RCSE. Due to the increase in the number and complexity of the projects in
the PR-RCSE, two Management Coordinators, one for R&D projects and one for
educational projects, have been added to the organizational structure to supervise and
coordinate the work of individual project managers assigned to each area. The
Management Coordinators are also responsible for: knowing the regulations of each of
the funding agencies for the projects under their supervision and ensuring compliance
with those regulations; the proper implementation by the Project Managers of the postaward management system as it relates to the grants and contracts they administer;
ensuring synergy of efforts among the projects and optimal use of resources;
maintaining constant and effective communication with the Center’s administrative
offices to ensure an efficient operation and compliance with established procedures,
and playing a key role in the PR-RCSE strategic planning and fund seeking processes
and in the sharing of organizational knowledge among participating entities.
The Finance Office
This Office is responsible for: ensuring that all projects are in compliance with applicable
federal, state, and/or institutional regulations; coordinating and responding to external
and internal audit procedures; providing orientation to project personnel on fiscal and
administrative procedures; managing all financial aspects of each of the PR-RCSE
projects, including matching funds, when applicable; managing of contracts and
subcontracts, indirect costs, and conflict of interests; evaluating and monitoring time and
effort reports; managing intellectual property and entrepreneurial activity derived from
grants, contracts or subcontracts; preparing and submitting financial reports to the
different funding agencies; providing Projects PIs and Coordinators with assistance on
-7-
electronic reporting; completion or termination procedures for all projects, including
reports and closing of accounts.
The Human Resources Office
This Office is responsible for: ensuring that all PR-RCSE projects comply with
applicable federal, state and/or institutional regulations for recruitment and hiring of
personnel and compensations for researchers, students and graduate and postdoctoral
fellows; providing guidance and assistance to PIs, Coordinators, and researchers on
regulations; preparing all personnel actions related to projects, contracts and
subcontracts; evaluating and monitoring time and effort reports for all personnel to
ensure that they comply with funded projects or contract commitments, and ensuring
compliance with the Government’s Ethics Office policies, when applicable.
The Information Systems and Technology Office
This Office provides and maintains the networking technology infrastructure of projects
and administrative offices of the PR-RCSE for project management; trains PR-RCSE
personnel in the use of software; makes evaluations and recommendations for the
acquisition of electronic equipment; develops and maintains the database for projects;
develops and maintains education and research web sites, and develops and maintains
the PR-RCSE teleconference facilities for use by research and educational
conferences, including linkage with national conferences.
The Support Services Office
This Office prepares, evaluates, and processes all immigration documents that result
from the recruitment of non-US citizens to work in PR-RCSE research or educational
projects; coordinates the multiple activities and conferences conducted by the PRRCSE projects, including site-visits from federal, state or private organizations;
coordinates all administrative support services for all projects and administrative staff,
such as document reproduction, transportation, office equipment and materials,
assignment of facilities for meetings and events; telephone, maintenance of the physical
facilities, loaning of audiovisual equipment for project’s activities, and insurance policies.
The PR-RCSE’s organizational chart is included in Appendix A, both as it relates to the
UPR Central Administration (the 2003 reorganization of the President’s Office), and its
internal organizational structure.
Pre-award and Post-award Management System
Pre-Award Management System
Goals:
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Goal 1: Identify developmental needs of Puerto Rico and the University of Puerto Rico
(UPR) for education and research in S&T, and identify windows of opportunities for
securing funds to address these needs.
Goal 2: Identify possible agencies and other sources of funding for implementing
projects that meet the identified needs. Search for applicable Requests for Proposals
(RFPs) or Broad Agency Announcements (BAAs) that can help address the identified
needs and proactively alert potential proponents of projects, and foster the formation of
competitive research teams.
Goal 3: Develop working relationships with federal agencies, foundations, and industrial
and government partners that finance S&T educational and research projects.
Goal 4: Maintain working relationships and contact with program officers and their
offices of grants and contracts at the pertinent funding agencies.
Goal 5: Create the environment for and facilitate the formation of strategic alliances
required for complex multicampus/multidisciplinary projects and for the formation of
Centers and Institutes.
Goal 6: Provide technical assistance and external consultant services for the
conceptualization, design, organization, and preparation of competitive proposals that
meet institutional needs and match the requirements of the appropriate RFP or BAA.
Goal 7: Submit high quality, appropriately budgeted proposals that comply with UPR
and agency guidelines and regulations.
Management Activities
I. Keep a dynamic and active inventory of all possible and emerging funding
sources for S&T educational and research initiatives
a. Actively search the literature and the web for all existing, emerging or
potential funding sources for S&T educational and research initiatives
b. Develop a web based inventory of potential sources, broad agency
announcement and relevant RFP’s
c. Train all RCSE Project Managers in the interpretation and use of the
processes, procedures, and regulations of all foundations and the major
funding agencies for S&T (NSF, NIH, DoE, DoEd, NASA, DoD, EPA,
Sloan, and Carnegie Foundation)
d. Actively cultivate working relationships with program officers of all the
major funding sources
II. Assess, evaluate, and keep an inventory of existing and potential needs for
the development of S&T research and educational initiatives in Puerto Rico
-9-
and UPR, and of the talent pool at UPR, as well as potential partners for the
development of these initiatives
a. Manage a searchable web based inventory of targeted funding sources in
the S&T fields for education and research from the major S&T agencies
(NSF, NASA, NIH, DoEd, DoE, DoD, and EPA)
b. Develop a network and obtain information about the pool of talent at UPR
and other potential partners for the development of research and
educational initiatives
c. Develop an inventory of existing and potential needs for the development
of S&T research and educational initiatives
d. Establish a matchmaking process for pairing education and research
needs with the talent pool, and then search for funding and developmental
windows of opportunity
III. Cultivate and develop working relationships with major S&T funding agencies
and key program officers
a. Attend and participate in major S&T forums and agency sponsored
activities to disseminate information about the S&T infrastructure, human
talent, and potential of UPR to develop major S&T projects
b. Invite program officer personnel from key agencies to Puerto Rico to
disseminate information about their agency or foundations for S&T
programs and initiatives
c. Sponsor workshops for the development of skills and strategies needed
for successful grantsmanship among UPR S&T faculty and administrators
d. Facilitate communication with agency personnel about UPR researchers
and educators and their needs
e. Prepare an interactive web page and brochures to disseminate
information about UPR achievements through the implementation of
successful federally funded and foundation sponsored projects
IV. Create the environment and actively facilitate the formation of Strategic
Alliances needed for the development of Complex
Multicampus/Multidisciplinary Projects and the formation of Centers and
Institutes
a. Sponsor and organize task forces of the relevant UPR human resources
and potential government and/or industrial partners to conceptualize and
design complex multidisciplinary/multicampus proposals and the formation
of research centers or institutes
b. Broker, mediate, and facilitate the formation of strategic alliances within
UPR and between UPR and other institutions of higher education, national
labs, government, and industry required to forge centers, institutes or
complex proposals that can successfully compete for external funds
-10-
c. Negotiate Memoranda of Understanding (MOUs) and other types of
agreements and endorsements needed for the formation of Centers,
Institutes and the development of complex proposals
d. Sponsor workshops, provide resources, and recruit and finance
consultants needed for strategic planning and conceptualization of
centers, institutes and complex proposals
V. Provide Technical Assistance and External Consultant Services for the
conceptualization, design, organization, and preparation of competitive
proposals to respond to broad agency announcements and specific RFPs of
agencies and foundations
a. Identify, recruit and finance external consultants needed for the
educational and/or scientific content of proposals and to shape proposals
to agencies’ or foundations’ institutional culture and requirements
b. Provide S&T proposal faculty teams and individual researchers the
necessary information and technical assistance about agency regulations
and procedures and assist them in the interpretation of the broad agency
announcement or specific RFP to which the proposal is responding
c. Assist individual researchers who request assistance in identifying funding
sources for his/her ideas or projects and assist them in the preparation
and submission of proposals
d. For complex multidisciplinary/multicampus proposals and for the formation
of Centers and Institutes provide the extensive and proven expertise of the
PR-RCSE in this type of proposal and assist in the conceptualization,
design, organization, and development of management strategies needed
for these type of proposals
e. Provide technical writers to assist with the writing of proposals
VI. Prepare and submit high-quality, appropriately budgeted proposals that
comply with UPR and agency guidelines and regulations
a. For complex multicampus/multidisciplinary proposals and Center and
Institute formation proposals provide and finance external and internal
peer review processes to select the best components, improve
components that deserve to be kept, and evaluate the management and
implementation plan. Then assist proposal-writing teams in improving the
proposal prior to submission.
b. When applicable, assist and mediate with participating partner institutions
in obtaining match funds and commitments for space, release time, and
infrastructure required for proposals.
c. Provide technical assistance in the preparation of budgets, salaries, fringe
benefits, subcontractors, and the calculation of indirect costs. Revise
budget justification and revise and correct budget for accuracy and
compliance with agency and UPR regulations and norms
-11-
VII. Lead and/or assist educators and researchers in the submission of proposals,
steering proposals through UPR administrative channels and following
proposals through the peer review and approval process in agencies and
foundations. Assist educators and researchers in the interpretation of peer
reviewers’ comments, and, if necessary, provide advice and design strategies
for the re-conceptualization and re-submission of unsuccessful proposals.
a. Prepare final proposal for submission and provide the necessary
submission logistics
b. Steer and facilitate obtaining all necessary approvals, signatures, and the
match funds approvals from the nominating and fiscally responsible
authorities
c. Assist and provide technical assistance in the electronic submission of
proposals
d. Provide postal, private mail carrier, federal express, or other mechanisms
to ensure that the proposal meets submission deadlines and is received
by the agency or foundation on-time
e. Follow up with the appropriate program officer and monitor the progress of
the proposal during the evaluation stage
f. Assist in the budget negotiation stage of successful proposals
g. If a proposal is not approved or requires amendments, assist and provide
technical assistance to thoroughly interpret and follow peer review
evaluations and recommendations, so as not to jeopardize ultimate
proposal approval
h. Assist and provide technical assistance in the re-conceptualization of
unsuccessful proposals, re-designing grantsmanship strategies,
addressing reviewers’ concerns, or in identifying alternative funding
sources
Post-Award Management System
Goals:
Goal 1: Ensure compliance with all federal, foundation, and university processes and
regulations applicable to grants, contracts, and subcontracts
Goal 2: Facilitate the management and institutional administrative support needed for a
successful implementation of grant or contracts
Goal 3: Facilitate the achievement of the academic, innovation, and research goals
proposed in the grant or contracts
Goal 4: Facilitate and manage grants, contracts, and subcontracts on issues of
conflict of interest and intellectual property derived from grants and contracts.
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Goal 5: Ensure the proper performance of strategic alliances and synergy of complex
proposals and proposals that have the objective of forming research or educational
Institutes and Centers.
Goal 6: Provide post-award management services and logistics to any individual
researcher requesting such services.
Management Activities
I. Implementation of Approved Proposals or Contracts
a. Process and register grant awards or contracts
b. Review the Grant Award to determine terms and conditions
c. Provide the management and administrative infrastructure needed to
ensure compliance with grant or contract terms and conditions
d. Assign each grant or contract to a specific PR-RCSE project manager who
is cognizant of the regulations of the specific funding agency or foundation
II. Orientation and Briefing of Grants or Contract Teams
a. Discuss management and administrative procedures with each PI and
his/her team
b. Review with each PI the agency and university regulations and the
limitations that apply to the grant or contract
c. Design creative solutions to management or administrative constraints
that hinder optimal implementation of the grant or contract
d. Advocate and propose change of procedures or amendments to
regulations to provide for a more flexible and responsible proposal
management.
III. Management of Financial and Purchasing Aspects
a. Account creation
b. Budget creation
c. Quarterly Reports to Agency
i. Requests for Reimbursement
ii. Federal Cash Transaction Report and request for reimbursement of
expenses from the agency or foundation
d. Income and Disbursements
e. Monitor and ensure proper use of match funds, if required
f. Assist each PI with no-cost time extension requests in accordance with
funding agency regulations and amend the accounts accordingly.
g. Manage purchase orders and corporate cards purchases for all projects
and contracts administered by the PR-RCSE
h. Received all merchandise and materials ordered by the PR-RCSE and
register all purchased property
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IV. Management of Personnel
a. Provide guidance and assistance to PIs and researchers on all issues
dealing with recruitment and hiring of personnel and compensation and
stipends for researchers, undergraduate research students, and graduate
and postdoctoral fellowships. Inform researchers of all agency and UPR
personnel regulations.
b. Prepare and process all personnel actions related to projects, contracts, or
subcontracts, ensuring that they comply with UPR and agency’s
regulations, and obtain the required endorsements from the nominating
authority.
c. Evaluate and monitor all time and effort reports to ensure they comply with
proposal or contract commitments of time and effort and their regulations
d. Prepare, evaluate, and process all immigration documents resulting from
the recruitment and hiring of non-US citizens.
e. Prepare and process all research student stipends and fellowships and
ensure that the stipends comply with university and agency regulations
f. Proactively analyze and resolve all problems arising from personnel
issues related to project and contracts. Find creative solutions to all
personnel issues that can hinder proper implementation of grants or
contracts
V. Management of Contracts and Subcontracts
a. Provide orientation, guidance on procedures, and regulations for the
preparation of contracts and subcontracts with other institutions and
research centers
b. Process and guide contracts and subcontracts through the legal office and
obtain final approval from the nominating authority
c. Obtain, evaluate, and monitor the necessary financial and research or
educational outcome reports received from subcontractors
d. Audit and evaluate financial and project reports from subcontractors and
contractors to ensure compliance with signed agreements and UPR and
agency’s regulations
VI. Management of Conflicts of Interest
a. Provide orientation and guidance to PIs and researchers on all issues
concerning management of conflict of interests
b. Ensure that all grants and contracts comply with the management of
conflict of interest regulations of federal agencies, foundations and UPR
c. Require and evaluate conflict of interest disclosures from subcontractors
and researchers
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d. Establish a committee that oversees, monitors, evaluates, and resolves all
possible conflicts of interest resulting from grants, contracts or
subcontracts
VII. Management and monitoring of all Intellectual Property and Entrepreneurial
Activity deriving from grants, contracts, and subcontracts
a. Provide PIs and researchers orientation to and guidance in understanding
and adhering to the university intellectual property and commercialization
policy
b. Assist PIs and researchers in the registration of patents
c. Ensure that all grants and contracts comply with the intellectual property
policies of UPR, granting agencies, and contractors or subcontractors
d. Negotiate with contractors and subcontractors all intellectual property and
commercialization issues
e. Assist and collaborate with the intellectual property and commercialization
office to ensure that registration of patents, technology transfer, and
commercialization occurs
f. Assist PIs and researchers in developing entrepreneurial activities
including the preparation of SBIR and STTR proposals and assist in
negotiations with potential start-up or industrial partners
VIII. Evaluation and monitoring of all Center, Institute, or complex projects to
ensure synergy and the positive development of alliances
a. Evaluate technical and financial reports to ensure that they are achieving
the Center’s or Institute’s goals
b. Assist PIs and researchers in the resolution of problems between strategic
alliance partners
c. Assist and provide technical assistance and logistics support for site visits
and external advisory board visits, and assist in the preparation of
responses to site visits findings and conditions
IX. Technical and Financial Reports
a. Assistance in preparation of technical and financial reports
b. Ensure compliance with reporting requirements
c. Data gathering
d. Assistance with electronic reporting
X. When applicable, assign funds derived from indirect costs in accordance with
UPR Certification Number 130 (1988-1989) for the use of Indirect Costs
XI. Development of information and databases to provide information to
sponsoring agencies or foundations, and organize local and national
-15-
conferences to disseminate achievements of grants and contracts at the local
and national levels
XII. Evaluation Process
a. Assist with the evaluation of outcomes and achievements of projects’
goals
b. Evaluate projects to assess their contribution to the overall goals of the
UPR and the PR-RCSE
XIII. Completion or Termination Procedures for Projects
a. Final Report
b. Budget Evaluation
c. Carry-over of funds and no-cost extension requests
d. Closing of accounts
e. Assistance with electronic reporting and closing of accounts
Infrastructure Building for Research and Education and Information
Technology Services
To achieve its catalytic and facilitator role in R&D and Educational innovation, the
PR-RCSE finances, supports, and administers some systemic infrastructure
facilities, and pioneers the building of infrastructure to develop specific thrusts in
education and R&D. The following are the existing systemic infrastructure facilities
and thrust development activities:
HPCf – Provides high-performance computing and technical services for state-ofthe-art computational capabilities for S&T. and includes supercomputing facilities,
imaging facilities, and software that are open to all researchers at UPR and Puerto
Rico via the Internet2 wide-band connectivity. The PR-RCSE also sponsors,
through the BRIN Project, a Bioinformatics facility to promote the development of
this important field in the area of biotechnology and molecular sciences.
Internet2 – The GigaPoP and connections to the Internet2 through the ABELEN
backbone were developed with grants from NSF and are currently managed by the
HPCf staff, with support from the NSF-EPSCoR Project. The necessary network
engineering support to sustain the network is provided by the HPCf staff, with
EPSCoR funds.
Web of Science – Through a partnership with the Head Librarian of the UPR
System and the Librarians of the graduate campuses, access to the Web of Science
electronic abstract services has been provided to all researchers to assist them in
-16-
proposal preparation and the submission of R&D manuscripts. The NSF-EPSCoR
and BRIN Projects provide financial support to sustain this service.
Internet Connectivity for Project Management and Web Sites – Because of the
increased use of web based electronic transactions involving funding agencies, the
PR-RCSE supports state-of-the-art Internet connectivity and provides the necessary
software to search for information for proposal preparation, proposal submission,
and post-award management. Web sites are also being managed by the PR-RCSE
staff to assist in the dissemination of outcomes and results of the more than 40
projects simultaneously managed by the PR-RCSE and to provide information about
S&T human resources and R&D infrastructure in the UPR System.
Data Base on Human Resources and R&D Infrastructure – To support pre- and
post-award management of projects, basic data on S&T human resources, project
outcomes, and R&D infrastructure is needed both for submission of competitive
proposals and to comply with agency and foundation post-award management
requirements. PR-RCSE staff manages and maintains this database.
Building Research Thrust Areas – The PR-EPSCoR State Committee with the
advice of a team of experts of the AAAS developed a plan to promote research in
four major S&T areas:
• Nanotechnology
• Environmental Sciences and Engineering
• Computational and Information Technology
• Molecular Sciences, including Biotechnology
The PR-NSF-EPSCoR, BRIN, NASA-EPSCoR, COBRE I, and COBRE II projects
are developing the needed infrastructure to move forward these four thrusts.
Building Infrastructure for Educational Reform – Through the PR-SSI project, the
PR-RCSE implemented a Science & Math Educational Reform at 760 public schools
during a ten-year period. Presently it is implementing a pioneering project to test
distance learning as a medium for the continuing education of teachers in 100 public
schools. To achieve this goal it supports a Blackboard platform.
Revised in 2001 for a presentation to the UPR Board of Directors, and in 2003 to include the latest
reorganization of the UPR President’s Office.
g:/crci-dir/Pinero/Charter of the RCSE 2003.doc
-17-
Appendix A
University of Puerto Rico
Office of The President
Institutional Organizational Chart
May 2003
Office of
Students Affairs
Office of
Academic Affairs
Research
Resource Center for Science & Engineering
Multicampus/Multidisciplinary Research Institutes
Intellectual Property and its Commercialization
Information Systems Office
Internet 2
Technology Transfer
ATLANTEA Office
Recruitment
Admissions
Financial Aid
Cultural Program
Development Plan
Institutional Research
Academic Programs
Licenses
Accreditation
Revalidation of Grades
University Relations
Governmental Relations
Alumni
Development
Federal Affairs
Purchasing Office
Property
Security
Printing
Management of Documents
General Services
Systems & Procedures
Finance
Payroll
Insurance
Collections
Fiscal Administration
of External Resources
Cash Management &
Investments
Fiscal Area of
Financial Aid
Classification &
Repayment
Recruitment
Fringe Benefits &
Licenses
Labor Counsel
Pre-school Center
Design & Construction
Botanical Garden
Environmental Quality
& Occupational Safety
Alumni Affairs & Development
Purchasing
Bidding
Board
Administrative
Systems Management Finance Office Office of Human Resources Budget Office Architectural Designing Board Office of Physical Development & Infrastructure Bidding Board Permanent Improvements
Finance and
Administration
University Board
Vice Presidency
for Research &
Technology
University
Press
Vice Presidency for
Academic Affairs
Assistants
Legal Office
Board of Trustees
President
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Puerto Rico Resource Center for Science and Engineering
Organizational Chart
May 2003
Management Coordinator for
Educational Projects
• Individual Educational Projects
• Multi-Institutions/Multi-disciplinary
Educational Projects
• Undergraduate Fellowships
Management Coordinator for
Research Projects
• Individual Research Projects
• Multi-Campus/Multi-disciplinary
Research Projects
• Graduate Fellowships
Finance Office
• Accounting
• Accounts Payable
• Purchasing
• Compliance with fiscal
regulations
Human Resources
Office
• Personnel Actions
• Time and Effort Reports
• Fringe Benefits and licenses
• Compliance with
recruitment and
compensation regulations
• Training of personnel
Information Systems
and Technology
Office
• Networking technology
infrastructure
• Training of personnel in use
of softwares
• Database for projects
• Education and research
w ebsite
• Teleconference
Support Services
Office
• Immigration documents for nonUS Citizens
• Coordination of conferences and
activities
• Support Services
• Maintenance of physical facilities
• Audiovisual equipment
• Insurance policies
UPR Vice President for
Research and Technology
Associate Director
Assistant Director
Director
PR-EPSCoR State
Committee PR-RCSE
Advisory Board
External Funds Coordinator
The AAAS/UNESCO International Conference on Science and Technology Education
On June 5-7, 2004, the American Association for the Advancement of Science (AAAS) organized a conference with UNESCO on the state of science and technology education worldwide. This was the first meeting to take place in Paris between the United States and UNESCO since the two were rejoined last September after a 19-year estrangement. Educators from the continents of Africa, Europe, Asia and North and South America met to begin a worldwide examination of the systems for teaching science and technology.
Dr. Manuel Gómez and Dr. Ana C. Piñero were invited by AAAS to present the systemic educational reform developed and implemented in Puerto Rico’s public school system under the Statewide Systemic Initiative.
Mr. Koichiro Matsuura, UNESCO’s Director-General, Hon. Louise Oliver, U.S. Ambassador to the UNESCO, Dr. Gilbert S. Omenn, President-Elect AAAS, and Dr. Shirley Malcom, AAAS/EHR Director, opened the two day conference. Panelists included two Nobel Laureates, Dr. Leon Lederman and Dr. George Charpak.
Photo of Opening Ceremony
Address by Mr. Koichiro Matsuura, UNESCO’s Director-General
Systemic Educational Reform in a Large Complex Educational System: Lessons Learned (Presentation by Dr. Manuel Gómez)
Supporting Documents on Puerto Rico’s Systemic Educational Reform:
- Systemic Educational Reform in a Large Complex Educational System - An Overview
- An Empirical Theory to Guide Systemic Reform
- Establishing a Quasi-causal and Persuasive Relationship between the Systemic Reform Initiatives and the Improvement of Student Learning: The Use of Assessment and Attribution to Drive the Educational Reform
- Validating the Transferability of a Systemic Reform Model