strategic plan for research center

Research Strategic Plan

In 2019, the Department of Medicine invested considerable effort and resources to devising a strategic plan that will provide a roadmap for our research mission today and into the future.

This work was guided by a Research Planning Committee that convened throughout the first half of 2019, reviewing the current state of research in the Department, generating recommendations for strengthening our research efforts, and developing the following plan. Many of our faculty and research administrators participated and contributed ideas as part of this process—through interviews, a survey, and robust discussions at the 2019 Research Retreat.

The result of this combined effort is the clear, direct, ambitious, and ultimately achievable research strategic plan that follows.

We identified five strategies for achieving our vision.

We will foster the success of our current faculty by enhancing our faculty development, mentoring, and funding programs while also strengthening the pipeline of the next generation of outstanding investigators in Medicine.

Lead: Andrew Alspaugh, MD

Initiatives:

• Strengthen faculty career development programs (Xunrong Luo, Matthew Crowley)
• Build a diverse and inclusive Department of Medicine (Laura Svetkey, Julius Wilder)
• Foster a culture of outstanding mentorship in the Department (Alspaugh, Cathleen Colon-Emeric)
• Expand physician-scientist recruitment and programmatic support (Rodger Liddle, Matt Hirschey)
• Launch a Department partnership hires program (Xunrong Luo, Chris Holley)
• Expand cadre of independent PhD investigators (Scott Palmer, Amy Porter-Tacoronte)

We will enhance our partnerships with other departments, centers, institutes, schools, and programs across Duke University.

Lead:  David Simel, MD, vice chair for veterans affairs

• Duke Clinical Research Institute
• Duke Cancer Institute
• Durham VA Medical Center
• Duke Molecular Physiology Institute
• Pratt School of Engineering and MEDx
• Duke Human Vaccine Institute
• Duke Global Health Institute
• Center for Applied Genomics and Precision Medicine

We will solidify a leadership position in data science by leveraging the clinical disease expertise of our faculty; building our data assets; and improving our data collection, storage and analytics resources.

Lead: Chetan Patel, MD, vice chair for clinical affairs

• Cultivate DOM data assets into open science platform
• Augment biostatistics & bioinformatics resources
• Create new leadership role for data science
• Implement learning health units
• Continue implementation of Science Culture and Accountability Plan

We will foster a community and culture of rich scientific investigation by making research easier while achieving the highest levels of research integrity.

Lead: Erica Malkasian

• Provide outstanding grants and administrative support to investigators
• Position Duke as a leader in site-based research
• Develop next-generation biorepository capabilities
• Catalyze innovation and entrepreneurship
• Expand international research efforts

We will invest in emerging research content and method areas that leverage our strengths and address important unmet patient-centered medical needs.

Lead: Heather Whitson, MD

Cross-cutting themes:

• Immunology, inflammation & fibrosis
• Aging, resilience & pain
• Energy, obesity & metabolic disease
• Precision medicine
• Population health & disparities research

To learn more about our research strategies and initiatives, contact

• Scott Palmer, MD, MHS, Vice Chair for Research
• Saini Pillai, MBA, Senior Program Coordinator, Research

• Department of Health and Human Services
• National Institutes of Health

Strategic Plan

A message from the ceo.

On the 65th Anniversary of this "House of Hope," the NIH Clinical Center Embraces Change and Supports Landmark Clinical Research

As I proudly navigate my third year as the Clinical Center's (CC) first Chief Executive Officer, I offer this strategic plan as a reflection on the cultural transformation underway in the CC and with the promise of exciting changes ahead. The year 2018 marked the 65th Anniversary of the opening of the Clinical Center. But it also marks an inflection point for the "House of Hope" as we continue the transition to a high reliability clinical research organization ensuring the best achievable patient outcomes.

In those three years since beginning the journey, we've introduced significant changes to governance of the Clinical Center (separating the oversight of clinical research science from the CEO's oversight of operational and hospital administrative management ); established a new CC Mission and strategic aims; revised our Guiding Principles; and integrated a new CC Research Hospital Board (CCRHB). The CC organizational chart (Appendix 1) supports the new governance model. These changes have been grounded in an unwavering commitment by the CC workforce to fortifying a culture and practice of safety and quality.

Ten years before the CC opened, Public Law 78-410 authorized the Public Health Service Act (July 1, 1944), to establish the Clinical Center ( https://go.usa.gov/xmMZt ). Historically, the CC has been (and continues to be) the site of many clinical breakthroughs in areas such as chemotherapy for the treatment of cancer, antiretroviral therapy for patients infected with human immunodeficiency virus (HIV), the management of patients with Ebola, and a multitude of other scientific discoveries and accomplishments (Appendix 2).

From the first patient admission in 1953, the CC continues to be the "House of Hope" for those afflicted with rare and refractory diseases as well as diseases of national and/or international significance. About 1,600 clinical research studies are under way at any given time at the CC, most of them sponsored by the Institutes and Centers (ICs) at NIH. These different ICs study disorders such as cancer, acquired immunodeficiency syndrome (AIDS), heart conditions, eye problems, dental issues, depression, and nerve diseases, to name just a few. For all of the studies, the CC provides the resources required to implement safe, cutting-edge clinical research. Discoveries made at the CC have influenced biomedical science and public health processes throughout the prior 65 years. These successes are well chronicled, including on these CC websites: https://go.usa.gov/xmMK2 , https://go.usa.gov/xmMKb .

Our strategic plan is titled " The NIH Clinical Center at 65: People, Places, and Capabilities. " It reveals efforts by all key CC stakeholders to bring the safety of patients, who are our partners in research, into the forefront of our complex medical landscape. We also want to ensure that patient safety and clinical quality receive as much focus as our efforts to advance clinical science . While there is no room for complacency as we continue to develop the culture of patient safety, the CC staff is just as proud now of our patient safety metrics and outcomes as we are of the research results that are presented and published around the globe. This strategic plan is written during a period of great progress in medical science. Advances in understanding cell biology and genomics, accompanied by advances in the techniques of cellular engineering, including gene editing, allow fulfillment of a portion of the promise of Precision Medicine – creating a therapy specific to an individual. These techniques are as applicable to rare and hard to treat diseases as to more common conditions.

• Continuing to lead the world in conducting first-in-human clinical research while maintaining our focus on rare and refractory diseases
• Increasing the use of the CC by the NIH intramural research program while simultaneously accelerating the CC's status as a national resource for the extramural community
• Demonstrating profound respect for our patients, whom we recognize as our full partners in the clinical research enterprise
• Partnering with the ICs to recruit, develop, and retain the next generation of great NIH clinical researchers and the CC staff that will support their efforts

As this plan is written, significant changes are also occurring in the operational healthcare environment. Complementary and integrative health approaches, such as meditation and natural products, are now entering the mainstream of medicine as traditional means of dealing with problems, such as pain, have failed to provide benefits that outweigh risks. Wearable technologies that record massive amounts of data and transmit the data wirelessly to processors capable of storing and analyzing these data will drive new community-based research efforts long into the future. Finally, migration from a care delivery model focused on illness to one focused on health is a generational change that will mature in the near future.

This planning effort identified four main aims that will serve as guideposts to our priorities in the next five plus years. The priorities described in this plan were established in alignment with how NIH sets its research priorities. With our IC colleagues, resources are identified (including clinical staff, equipment, facilities, and infrastructure) to provide safe delivery of patient-centric care in support of scientific research aligned with public health needs. The influence of the Mission, Guiding Principles and aims permeate this strategic plan and serve as a foundation to leverage the CC's future.

Since its inception, the CC has provided the collaborative environment for outstanding scientists, dedicated clinicians, and patients and their families to work together, regardless of the patient's ability to pay. That principle will not change. The following pages describe a renewal of dedication to the safety and satisfaction of our patient-partners, sustained by the clinical research mission that will continue unabated as we find and develop the people, build the facilities, and integrate the capabilities that will enable superior clinical research at the CC for the next decade.

This plan is the culmination of extensive input from all key CC stakeholders: the CC Governing Board and the CCRHB; NIH-wide leaders including IC Directors, Scientific and Clinical Directors; NIH scientists, clinicians, and administrators; extramural collaborators; CC and IC staff; visitors, and our partners in research, our patients. CC and IC leaders participated in 7 planning sessions over the course of one year to process the abundant stakeholder input, and identified priorities to share with all readers of this plan. Gratitude is given for the direction and thoughtful contributions of so many individuals who have made our recent accomplishments a reality and our future plans possible.

• James K. Gilman, MD, CEO, NIH Clinical Center July 2019

NOTE: PDF documents require the free Adobe Reader .

This page last updated on 12/05/2022

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Strategic Plan

For more than 50 years, the Food Research & Action Center (FRAC) has been improving the nutrition, health, and well-being of people struggling against poverty-related hunger in the United States through advocacy, partnerships, and advancing bold and equitable policy solutions.

Five strategic goals guide our work as we fight to end hunger in America.

Center for Research Strategy (CRS)

Crs mission statement.

To apply scientific, strategic, analytic, and evaluative expertise to inform decision making, identify cross-cutting opportunities, and collaborate on initiatives that advance the missions of NCI and NIH.

The NCI Center for Research Strategy (CRS) is a strategic science planning and analysis office that serves the NCI Director and supports NCI priorities.

Located within the Office of the Director (OD), the Center conducts planning and analysis activities that support strategic decision making. Data-driven decision making is a critical component of NCI’s resource and research portfolio management. CRS efforts provide the data needed for program management, policy making, and strategic planning.

CRS also develops methodologies and leverages cutting edge technologies to better understand and communicate the impact of the NCI enterprise. These endeavors underpin and enhance the work of the Center.

CRS serves as a scientific resource to offices within the NCI OD as those offices respond to Congressional inquiries, tell NCI’s story to the public, and respond to stakeholders. The Center is NCI’s liaison to the NIH and the broader research community on topics related to strategic planning, portfolio analysis, science planning and evaluation, and other projects.

Supporting the Mission of the NCI

CRS conducts activities to support cancer research across the nation to advance scientific knowledge and help people live longer, healthier lives. These include:

Preparing the NCI Annual Plan and Budget Proposal

This scientific planning and budget document is sent to the President and Congress each fiscal year to advise them of NCI’s best professional judgment on the funding needed to make the most rapid progress against cancer. CRS engages with NCI staff and extramural researchers to gather ideas for research areas that would benefit from additional support. The Center also works with stakeholders to highlight accomplishments that communicate the impact of the nation’s investment in cancer research and to build a vision for the future. CRS collaborates with NCI’s budget, congressional relations, and communications offices to formulate a budget and communicate the plan.

Conducting Analysis and Evaluation at NCI

CRS performs analyses for the NCI Office of the Director and in collaboration with NCI Divisions, Offices, and Centers (DOCs) in a variety of areas such as scientific topics, funding mechanisms, and investigator characteristics associated with NCI and NIH grant applications and funded projects. Each analysis is tailored to a specific research question or goal and is grounded in a solid understanding of NIH policy and data, as well as the context of the NCI budget and NCI’s position within NIH. CRS collaborates within NCI and across NIH to use the most appropriate and current data sources and tools available. Importantly, CRS interprets and presents analyses to support data-driven decision clearly and concisely, with appropriate acknowledgement of caveats and limitations.

Evaluation is an important component of data-driven decision making. CRS consults with the NCI Office of the Director and the DOCs on evaluation-related projects, analyses, and requests. In addition, CRS conducts evaluations for select trans-NCI priority areas and represents NCI in trans-NIH evaluation-focused efforts.

Leading NCI Planning and Evaluation (P&E) Activities within the NIH community

CRS staff serve as the institute’s planning and evaluation (P&E) representatives (also known as P&E officers) to the NIH community. As NCI’s P&E office, CRS collects, compiles, synthesizes, and prepares information from across the NCI for legislatively mandated reports that demonstrate the progress of NIH biomedical research. CRS also responds to recurring and ad hoc information inquiries from the White House, Congress, the Department of Health & Human Services, and others. CRS works closely with the NCI Office of Government and Congressional Relations on select activities, including responses to address requests or recommendations from Congress and other areas of government. The P&E-related activities performed by CRS aid in policy development and adherence, strategic planning, analysis, evaluation, and monitoring the research progress of NCI and NIH.

Center for Research Strategy Contact and Staff

Contact and staff for the NCI Center for Research Strategy (CRS) is a strategic science planning and analysis office that serves the NCI Director and supports NCI priorities.

UC San Diego Ranked No. 7 Best US Public University by Center for World University Rankings

• Amanda Rubalcava - [email protected]

Published Date

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The University of California San Diego has once again been named No. 7 among U.S. public universities in the latest Center for World University Rankings (CWUR), upholding its position from the previous year. 

According to the 2024 “Global 2000 List by the Center for World University Rankings,” UC San Diego is ranked No. 21 among all U.S. universities and No. 34 in the world. The university has also secured a place in the top 0.2% among over 20,000 universities worldwide analyzed for the latest rankings.

CWUR evaluates universities on four key factors: quality of education (25%), employability (25%), faculty (10%) and research (40%). UC San Diego maintained its strong positions in both faculty rank (12) and research rank (22), echoing its standing in 2023. These scores are determined based on indicators such as the number of faculty members recognized with top academic distinctions and the quantity of research papers appearing in highly influential journals. 

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"UC San Diego is proud to maintain its position as the 7th ranked public university in the nation, which underscores our steadfast dedication to providing students with a top-tier education and unparalleled research opportunities," said Chancellor Pradeep K. Khosla. "This recognition from CWUR also highlights the exceptional caliber of our scholar community, who continually pioneer groundbreaking discoveries across a spectrum of fields such as engineering, medicine, mathematics, the fine arts and more."

The university’s diverse academic programs are led by industry experts and skilled faculty researchers who explore innovative concepts and inspire fresh perspectives. Just this month, UC San Diego announced that two faculty members have been elected to the American Academy of Arts and Sciences : Stephan Haggard, distinguished research professor of political science at UC San Diego’s School of Global Policy and Strategy, and Kenneth Intriligator, distinguished professor of physics. Founded in 1780, the academy is considered one of the nation’s most prestigious honorary societies. Additionally, five university researchers were recently elected 2023 Fellows of the American Association for the Advancement of Science , one of the world’s largest general scientific organizations. Professors include Peter Ebenfelt, Robert Heath, Natalia Komarova, Dean Kit Pogliano and Wei Xiong.

UC San Diego scholars are also leading research aimed at helping society understand the effects of toxic offshore dumping . Researchers at Scripps Institution of Oceanography and colleagues have found that deep-sea fish and sediments collected from a once-legal offshore dump site near Catalina Island are contaminated with numerous chemicals related to the pesticide DDT, which is now known to harm humans and wildlife. 

Additional research efforts also include a look into how international physicians can help play a role in addressing health care needs. A new study  from the School of Global Policy and Strategy shows that relaxed visa requirements enable more foreign-trained doctors to practice in remote and low-income areas, without reducing employment of U.S.-trained doctors. Further, UC San Diego scientists have developed a new AI tool to generate new drug candidates for cancer, which could significantly streamline the process and open doors for never-before-seen treatments. 

In addition to this recent recognition by CWUR, UC San Diego consistently achieves top positions across various prestigious national and global ranking lists. The university was ranked as the nation’s sixth-best public university in the U.S. News & World Report 2024 Best Colleges rankings. To explore UC San Diego's accolades further, visit the Campus Profile . For additional information about CWUR, please visit the organization’s website . 

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This Project Outcomes Report for the General Public is displayed verbatim as submitted by the Principal Investigator (PI) for this award. Any opinions, findings, and conclusions or recommendations expressed in this Report are those of the PI and do not necessarily reflect the views of the National Science Foundation; NSF has not approved or endorsed its content.

CYBER.ORG partnered with Louisiana Tech University (Tech) and Virginia's Department for the Blind and Vision Impaired (DBVI) and Department for Aging and Rehabilitative Services (DARS) to deliver on the 2020-awarded NSF INCLUDES grant in a project titled Project ACCESS (Accessible Cyber Content Expanded through State Synergies). Initially, the project intended to bring together various thought leaders in the area of accessible curriculum and provide a clearinghouse of resources for others in the community to learn about and benefit from in their own programs. Covid prevented us from gathering in a face to face setting so the project pivoted to endeavor to meet the thought leaders virtually, continue to report on accessible curriculum, and report out to community partners virtually.

All in all, 19 events were hosted during the project year and into the no-cost extension year. CYBER.ORG and DBVI collaborated on 18 of those events with Tech and DARS participating in a number of others. Many of the events were recorded webinars (Appteon's National Apprenticeship Week event, for example), some were meetings and presentations to regional community members (Pre-ETS CoP on Blindness, for example), and others were conference presentations where information on the project was reported out (CEC2022, for example).

By the end of the grant period, dozens of partners had collaborated to share details on various accessibility opportunities across the country with an impact of hundreds of national and international partners. CEC2022 was probably the most impactful face to face opportunity during the project. The two Appteon events were easily the most impactful virtual opportunities that were scheduled during the project.

One of the key outcomes of the project was the development of a list of 18 relevant research documents, seven conferences and events that focus on accessibility and students with disabilities, and other various resources to inform future planning, decisions, and proposals related to our mission. A few examples include:

• Candela, A. R. (2019). Blind Coding Academies: A Proposed Method for Overcoming Accessibility Barriers for Individuals Who are Blind or Severely Visually Impaired.  Journal of Visual Impairment & Blindness 2019, 113 (4), 387-393. American Foundation for the Blind.
• Connally, K. & Kimmel, L. (2020, July). The Role of Inclusive Principal Leadership in Ensuring an Equitable Education for Students With Disabilities.  CEEDAR Center.  Retrieved from https://ceedar.education.ufl.edu/portfolio/the-role-of-inclusiveprincipals/
• Independence Science. (2020, September).  2020 ISLAND Conference (Inclusion in Science, Learning a New Direction, Conference on Disability).  Retrieved from https://pccm.princeton.edu/2020-ISLAND-conference
• Moon, N.W., Todd, R. L., Morton, D. L., & Ivey, E. (2012). Accommodating Students with Disabilities in Science, Technology, Engineering, and Mathematics (STEM): Findings from Research and Practice for Middle Grades through University Education.  Center for Assistive Technology and Environmental Access.  College of Architecture, Georgia Institute of Technology. Atlanta, Georgia. Retrieved from https://hourofcode.com/files/accommodating-students-with-disabilities.pdf
• Terada, Y. (2020, May 4). A Powerful Model for Understanding Good Tech Integration.  Edutopia.  Retrieved from https://www.edutopia.org/article/powerful-model-understanding-good-tech-integration

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Colorado-Wyoming Climate Resilience Engine Celebrates Launch at UW

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Institutional Communications Bureau of Mines Building, Room 137 Laramie, WY 82071 Phone: (307) 766-2929 Email:   [email protected]

Published May 16, 2024

A regional effort to expand research and innovation that will shape the future of carbon management technologies has launched at the University of Wyoming and its partners.

A kickoff event for the Colorado-Wyoming Climate Resilience Engine (CO-WY Engine) took place at UW recently, attended by prominent figures, including Gov. Mark Gordon; UW President Ed Siedel; Mike Freeman, CEO and principal investigator of the CO-WY Engine; and Parag Chitnis, UW’s vice president for research and economic development.

The CO-WY Engine was one of 10 groundbreaking initiatives nationwide selected to receive funding from the National Science Foundation (NSF) Regional Innovation Engines program. With an initial award of up to $15 million over two years and potential funding of up to $160 million over 10 years, the CO-WY Engine is set to be at the forefront of environmental and climate technology innovations.

“As we launch the CO-WY Engine, our commitment extends beyond advancing climate resilience technology; we aim to drive substantial economic development throughout Wyoming. This initiative is not just an investment in our future but a strategy to harness innovation and foster collaboration,” Freeman says. “By creating new job opportunities and strengthening our economy, the engine acts as a catalyst for transformative growth, turning regional challenges into opportunities for prosperity. This launch of the CO-WY Engine marks a pivotal moment not only for our region, but for the broader fields of environmental monitoring and sustainable technology.”

In addition to UW, the collaborative effort includes major research institutions, such as Colorado School of Mines , Colorado State University , the University of Colorado-Boulder , the University of Colorado-Denver , Metropolitan State University of Denver and the University of Northern Colorado .

In Wyoming, the state’s community colleges, the Wyoming Business Council , the Department of Workforce Services and UW’s High Plains American Indian Research Institute also play critical roles. Moreover, UW is partnering with the National Center for Atmospheric Research-Wyoming Supercomputing Center to support this extensive project.

For more information about the CO-WY Engine and to follow its progress, visit www.co-wyengine.org .

About the Colorado-Wyoming Climate Resilience Engine

The CO-WY Engine is a collaborative initiative focused on driving innovation in climate resilience and sustainability across the Colorado-Wyoming region. Supported by the NSF Engines program, the CO-WY Engine brings together a diverse network of partners to develop and commercialize technologies that address critical environmental challenges, fostering economic growth and enhancing community well-being.

About the NSF Engines Program  

Launched by the NSF Directorate for Technology, Innovation and Partnerships in May 2022, the NSF Engines program uniquely harnesses the nation’s science and technology research, development enterprise and regional-level resources. For more information, visit the NSF Engines program website .

Department of Statistics - Donald Bren School of Information & Computer Sciences

Ics and engineering schools induct six into 2023 hall of fame.

May 22, 2023

The weather cleared in time to reveal a beautiful blue sky on the evening of May 5, when nearly 200 UC Irvine engineering and information and computer sciences (ICS) alumni, faculty and friends gathered at the Inn at Mission San Juan Capistrano to celebrate six alumni for the 2023 Hall of Fame .

Three people from each school were inducted this year. The alumni were selected for making a significant impact on their profession or bringing distinction to their alma mater. Sixty-one engineering alumni and 49 ICS alumni have now been named Hall of Famers since it was established in 2015 to coincide with UCI’s 50th anniversary.

The event began with a cocktail and networking reception on the Inn’s courtyard, followed by a buffet dinner, an enthusiastic welcome from ICS alumnus Tim Kashani ’86, who served as master of ceremony, and then presentations from both deans, Magnus Egerstedt, engineering, and Marios Papaefthymiou, ICS.

Egerstedt shared information on the Samueli School’s refreshed strategic plan, and how research shows that students who have cohort experiences do better in school, are more likely to finish their degree and have more fun. “This is where I need your help. We’re planning to build a kickass 21 st century makerspace for our students to participate in these types of hands-on experiences, so if you’d like to contribute with a gift, we’d very much appreciate your support.”

Papaefthymiou also asked for support, sharing that the footprint of ICS has expanded over the past few years. “You would be hard pressed to not find an area of campus where ICS does not have a joint project, we have many on the sciences side of campus but also on the north side with social sciences, school of education and so forth. ICS has been growing.”

Both deans emphasized that the educational journey or student experience was a priority. “Our No. 1 product we are most proud of is you, our alumni,” noted Egerstedt, “which is why we are here tonight, to honor some amazing alumni.”

Egerstedt and Papaefthymiou each inducted their new Hall of Fame members.

ICS Inductees Nenad Medvidović, Ph.D. 1999, M.S. 1995 – Information and Computer Science Medvidović is a global leader in software engineering and chair of the USC Department of Computer Science. He served a five-year term as editor-in-chief of his field’s leading journal, IEEE Transactions on Software Engineering . He chaired the Association for Computing Machinery (ACM) Special Interest Group on Software Engineering and the steering committees for two premier conferences: the International Conference on Software Engineering and the Symposium on the Foundations of Software Engineering. Medvidović has been the recipient of the NSF CAREER Award, the Okawa Foundation Research Grant, the IBM Real-Time Innovation Award, the USC Mellon Mentoring Award, the OCEC Distinguished Engineering Merit Award, and the ACM SIGSOFT Distinguished Service Award. Medvidović is an ACM Distinguished Scientist and an IEEE Fellow.

Fritz Onion, M.S. 1993 – Computer Science Onion is a Maine-based philanthropist and angel investor with a focus on the environment, green technology and the arts. After earning a bachelor’s degree at Harvard University, Onion came to UCI and studied parallelizing compiler technology with Distinguished Professor of Computer Science Alexandru Nicolau. He then pursued a career in software consulting and teaching with DevelopMentor, a startup co-founded by fellow alumnus Don Box ’91, (M.S.). In 2004, Onion co-founded the classroom-based technology training business Pluralsight , which by 2013, had transitioned into a high-growth online subscription-based company training software developers and IT professionals worldwide. The company went public in 2018, and was purchased and taken private again in 2021 by Vista Equity Partners. Onion and his wife, Susan, created the Onion Foundation as a grant-making organization that connects people in Maine with meaningful experiences in the arts and the natural environment. They then helped launch Pluralsight One as a philanthropic arm of the company with a mission of increasing access to technology skill development and promoting diversity in the technology workforce around the world.

Leysia Palen, Ph.D. 1998, M.S. 1995 – Information and Computer Science Palen is a crisis informatics pioneer and the founding chair of the University of Colorado Boulder’s Department of Information Science. She brings her training in human-computer interaction (HCI), computer-supported cooperative work and social computing to bear on understanding and advancing socio-technical issues of societal import. In the advancing arena of large-scale online interaction (the big data of crisis response), she adapts quantitative techniques that then allow the application of qualitative methods and an ethnographic eye to closely observe and describe social structures in technology-mediated situations. She was recognized for this work by the Association for Computing Machinery with the 2015 Computer Human Interaction Social Impact Award. In 2016, she was elected to the ACM CHI Academy, an honorary group of individuals who have made substantial contributions to the field of human-computer interaction.

Engineering Inductees Carlos F. M. Coimbra, Ph.D. 1998 – Mechanical and Aerospace Engineering Coimbra is a global expert on thermal engineering and chair of the UC San Diego Department of Mechanical and Aerospace Engineering. Coimbra credits much of his career success to the graduate experience he had at UCI, where he was advised by Roger Rangel and mentored by the late Don Edwards. His research interests cover a wide range of topics related to energy and climate, planetary-scale heat transfer, solar forecasting, atmospheric radiation, multiphase flows and variable order methods. He is the editor-in-chief of the Journal of Renewable and Sustainable Energy , which is published by the American Institute of Physics. He is also a life member of the American Geophysical Union and a fellow of the American Society of Mechanical Engineers. 

Manu Gulati, M.S. 1995 – Electrical Engineering After earning his master’s degree under the advisement of UCI Professor Nader Bagherzadeh, Gulati began his career as a chip designer at a small startup in Santa Clara. He went on to serve lead roles at Broadcom, Apple and Google before starting his own company. As lead SOC architect at Apple, he spent nearly eight years directing the architecture of chips that powered iPhones and iPads, making his work there the one with impact to the largest number of end-users. After Google, he and two of his Apple colleagues started Nuvia, a company focused on high performance CPUs and chips for datacenters in 2019. Nuvia exited with a sale to Qualcomm two years later for $1.6 billion. Since then, Gulati has been vice president of engineering at Qualcomm, where the focus of his team is to change the CPU landscape of the industry.

Wendy Robello, B.S. 2004 – Mechanical Engineering Robello has over 18 years of systems engineering and strategy experience in the aerospace and defense industry, supporting systems across space, air, ground and underwater domains. She is currently national director of systems engineering for Northrop Grumman aeronautics systems, where she leads the long-term strategic planning in training, processes and tools to ensure systems engineering rigor across the sector. Prior to Northrop Grumman, she held program management and systems engineering positions at General Atomics – Aeronautical Systems, Inc.; Boeing Phantom Works; and Boeing Defense Systems. Robello is also an active mentor, participating in numerous diversity and inclusion support groups at Northrop Grumman, and she serves as an executive advocate for the LatinX/Hispanic Employee Advocacy Program. She is an executive board member for the Global Women in STEM Leadership Summit and founder of the Robello California Alliance for Minority Participation Scholarship. After earning her bachelor’s degree at UCI, Robello went on to complete a master’s degree in systems architecture and engineering from USC and a doctorate in systems engineering and engineering management from The George Washington University.

For highlights of the celebration, watch the video .

– Lori Brandt