College of Engineering Associate Dean of Research Search

Letter of Interest

Dear Search Committee,

I’d like to apply for the position of Associate Dean for Research of the College of Engineering at the Wichita State University. I currently serve as Director and Professor of the School of Computing at the Southern Illinois University Carbondale (SIUC), IL. Prior to my current role, I served as a rotating Program Director at the National Science Foundation (NSF) by way of an IPA (Intergovernmental Personnel Act) assignment, while on the Computer Science and Engineering faculty of the University of Connecticut (UConn), Storrs, CT and briefly on the Computer Science Faculty of the American University (AU) in Washington, D.C. I was also the Graduate Program Director while with AU. Some of my qualifications are summarized in this letter for your perusal, which I believe have prepared me to excel in this position.

As founding Director of the School of Computing, I oversaw the merger of the former Department of Computer Science and the Department of Information Technology. The new School of Computing offers PhD, MS (both on-campus and on-line), BS, BA and Minor programs in Computer Science; BS (both oncampus and on-line) and Minor programs in Information Technology; an interdisciplinary MS program in Cybersecurity and Cyber Systems, as well as a graduate certificate (on-line) in Cybersecurity.
I led the efforts preparing for the re-accreditation by the Computing Accreditation Commission (CAC) of ABET of the BS program in CS. The ABET review was successfully completed on Nov 8 and 9, 2021 with no concerns, weaknesses or deficiencies. I also led the efforts preparing for the Program Reviews conducted every eight years by the Illinois Board of Higher Education in November, 2019 for the PhD, MS and BA programs in CS. The review reports all indicated good standings. In addition, I am coordinating the efforts by both CS and IT faculties to pursue the ABET accreditation of Cybersecurity and Information Technology at the baccalaureate level. I worked with the Dean and completed an articulation agreement in Fall 2019 with universities in India for qualified undergrad students to come to SIU in their junior year to complete a dual degree awarded by SIU and their universities in India. As School Director, I proposed an online offering of the existing on-campus Master of Science (MS) programs in Computer Science and the Cybersecurity and Cyber Systems. Both proposals were approved in the Spring of 2021. To retain our top undergraduate students, I proposed a (3+2)-year accelerated MS program in Computer Science, which officially started in Fall 2021. I also coordinate the efforts reaching out to high-school science teachers and counselors in Illinois, especially the southern Illinois region, and to organize webinars for students interested in Computer Science to meet faculty, current undergraduate students and alumni to encourage their applications and matriculation. The School of Computing is the only unit within the College that has continuous enrollment growth in 2021 (14%), 2022 (4%) and 2023 (24%).
I regularly host seminars on grantsmanship and diversifying funding sources for junior faculty. The proposal submissions have increased by 120% in the past five semesters and $1.5 million funding has been awarded to Assistant Professors, including three NSF awards, two USDA awards and one US DHS award.

At NSF, I was associated with the Division of Graduate Education (DGE) within the Directorate of Education and Human Resources (renamed as STEM Education in 2022). I oversaw the CyberCorps: Scholarships for Service (SFS) Program ($20 million annual budget committed by DGE) and the Secure and Trustworthy Cyberspace (SaTC) Program ($6 million annual budget committed by DGE). As Program Director, I was responsible for interaction with research communities, educational organizations, industry, and other federal agencies for inter-agency collaborations. I worked with all constituencies to ensure the scientific rigor in the merit review process, the diversity of panel logistics, and the balance of the program portfolio. In conjunction with my SFS program responsibility, I also worked with partnering agencies in coordinating with 100+ agencies for an annual Cybersecurity Job Fair. The 2019 event took place in Jan. 7-9 during the partial government shutdown. As NSF employees were all furloughed, I oversaw this year’s event as the only attending (exempted) NSF official, where 80+ unaffected agencies and 800+ participants attended. I also arranged and hosted three congressional visits to the Job Fair on behalf of NSF, including Rep. Pete Aguilar (D-CA-31), Sen. Tim Kaine (D-VA) and Rep. James Langevin (D-RI-2).
In addition to my divisional program responsibilities, I was designated as the Directorate representative Program Director on a cross-disciplinary team of NSF Program Directors, managing foundation-wide programs in response to the NSF "Big Ideas". In particular, I participated in the initiation of the pioneering Quantum Leap Challenge Institutes (QLCI) program, and the Enabling Quantum Leap: Quantum Idea Incubator for Transformational Advances in Quantum Systems (QII-TAQS). In recognition of my contributions to these two pioneering programs, I received the 2019 NSF Director’s Award, the most prestigious NSF award given to a program director.

My research work in the areas of Extreme-Scale Computing and Data Analytics, Computational Biology, as well as Secure and Applied Algorithms has resulted in more than 100 scientific articles, including more than 40 top-tier journal papers; funding by the National Science Foundation, National Institutes of Health, and US Department of Education amounting to more than $2.3M as PI, and $2.7M as Co-PI; ten PhD and twelve MS graduates for whom I served as the major advisor. Among the grants I received are a GAANN (Graduate Assistance in Areas of National Need) grant, 2013-2018, entitled Exascale Computing in Science and Engineering, as well as the NSF REU (Research Experience for Undergraduates) Site awards, entitled Bio-Grid Initiatives for Interdisciplinary Research and Education at UConn in 2008-2014. I worked closely with the National Center for Women & Information Technology to proactively recruit women interested in information technology. In addition, we made substantial efforts in recruiting URM REU fellows. I worked with faculty mentors from five departments and oversaw the doctoral student recruitment, GAANN fellow selection, curriculum development, program design, and research mentoring, etc.
I initiated in 2004 the UConn Bio-Grid Initiatives to establish a campus-wide Computational, Data and Knowledge Grid for computation- and/or data-intensive life-science research and education for use across the UConn campus. As an associated outreach activity, I organized the International Bio-Grid Workshop to promote and reinforce awareness of advantages linked to the use of modern information technology in life-science research and practice. From 2003-2009, the Bio-Grid events were held world wide in such cities as Tokyo, Chicago, Cardiff (UK), Singapore, Rio de Janeiro, and Berlin (Germany), etc. I taught extensively in Computer Science. 73% (35 out of 48) of the courses I taught at UConn received a student evaluation score ≥ the departmental mean. In addition to classroom teaching, I regularly mentored undergraduate honor projects for students who took my courses for honor credits. I also regularly serve on federal funding review panels, journal editorial boards and technical and steering committees for major conferences.

I very much look forward to an opportunity to further discuss my qualifications. I can be reached by email at chuang@cs.siu.edu or by phone at XXXXXXXXX.

Sincerely,

Chun-Hsi Huang, Ph.D.

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The Search Committee,
Associate Dean for Research,
College of Engineering,
Wichita State University
Dear Search Committee Members:

I am excited about the opportunity to serve as the Associate Dean of Research (ADR) for the College of Engineering at Wichita State University (MSU). The university's commitment to student success resonates with me, and I am eager to apply my experience at Mississippi State University (MSU) to assist WSU students, staff, and faculty in reaching their full potential.

I was pleased to read about the college's visions, mission, and strategic goals, especially its commitment to applied learning, student success, and engineering+. My roles as Department Head at MSU's Department of Electrical and Computer Engineering (ECE) and Lead Program Director at the National Science Foundation (NSF) have equipped me with the skills and experience to lead your college. As Department Head, I managed a $5.2M+ budget, oversaw 32 faculty, seven staff, and 700+ students, and led the department to achieve annual research expenditures of over $14.69M. At NSF, I managed yearly appropriations of $35M+ and led a team of nine, further honing my leadership abilities. Over the last eight years, I have acquired a deep understanding of: (a) leading high-performance organizations; (b) federal, local, and industrial R&D portfolio; (c) how to build internal and external partnerships; (d) working with research centers; (e) the importance of "storytelling" and "messaging"; (f) accreditation; (g) curricula development; (h) increasing retention; (i) student-focused activities; (j) supporting entrepreneurship spirit; (k) alumni engagement; (I) fundraising; and (m) industrial engagement to name a few.

Before providing further details, I would like to share my leadership philosophy. which centers on empowerment through trust, transparency, and inclusion. I believe in fostering a collaborative environment where everyone works towards a common goal. This philosophy has led my team to achieve significant milestones, as detailed in my vitae.

Below are my thoughts on the key opportunities and challenges for the College of Engineering ADR.

Co-create a Strategic Vision and Champion a Forward-thinking Research Strategy: I will employ a three-pronged approach to collaboratively develop a strategic vision and champion a forward-thinking research strategy. Firstly, facilitated workshops, town hall meetings, and open microphone discussions will solicit input from key stakeholders and identify the college's strengths, weaknesses, opportunities, and threats - SWOT analysis. Data-driven decision-making is paramount for informed planning. I can monitor progress and make data-informed recommendations by benchmarking the college's performance against peer institutions and establishing key performance indicators. Secondly, stakeholder engagement and alignment are essential for ensuring widespread support and successful vision implementation. Regular communication and feedback mechanisms will be utilized to foster trust and transparency. Moreover, strategic partnerships and collaborations with industry, government, and academic institutions will be pursued to expand the college's research reach and resources. Finally, a culture of innovation and entrepreneurship will be cultivated to create a dynamic, forward-thinking research environment. By fostering creativity, risk-taking, and experimentation, I can support all stakeholders of the College of Engineering at WSU. Moreover, by adhering to these strategies, I (with collaboration from the departments and the Dean's Office) can effectively co-create a strategic vision and champion a forward-thinking research strategy that aligns with the college's mission and goals while simultaneously building capacity, providing support, and developing sustainable research infrastructure.

Using these methodologies (specifically tailored to the organization's culture, history, and potential), I led the department to newer heights by increasing research expenditures from ~$10M/yr. (2010-2019) to $13.10M in 2020, $11 .94M in 2021 , $14.24M in 2022, and $14.69M in 2023-this is ¼-th of the research expenditures of the entire Bagley College of Engineering that is composed of eight departments and two research centers. This resulted in the department producing half of the research artifacts for the entire Bagley College of Engineering. That is to say that I increased research output (journal and conference papers) from ~140 (=65+75)/yr. (2010-2019) to 215 (=131+84) in 2020; 229 (=129+100) in 2021; 265 (=154+111 ) in 2022; and 191 (=109+82) in 2023.

Build Capacity. Provide Support, and Develop Sustainable Research Infrastructure: I will employ a multifaceted approach to enhance capacity, provide support, and develop a sustainable research infrastructure. Firstly, with support and collaboration from all college stakeholders, I will need to prioritize research funding and proposal support. This includes organizing workshops to educate faculty on funding opportunities and providing dedicated staff to assist with proposal development and post-award management. Secondly, faculty development and mentoring are essential for nurturing a thriving research community. Mentorship programs, professional development workshops, and sabbatical support can help faculty to enhance their research skills and productivity. Thirdly, graduate student support is crucial for attracting and retaining top talent. Offering competitive fellowships and assistantships, providing professional development opportunities, and supporting dissertation research can enhance the graduate student experience. Sharing success through various media will assist in attracting and retaining high-quality graduate students, and bridge funding will be essential to ensure uninterrupted support during funding lapses in research projects. Fourthly, research infrastructure development is vital for supporting innovative research. With support from all stakeholders of the College, I will oversee the planning, acquisition, and maintenance of research facilities, equipment, and resources in collaboration with all relevant stakeholders. Sustaining the operations of the research infrastructure will be a priority to ensure the financial stability of the college's research enterprise. Fifthly, research assessment and evaluation are necessary to ensure the quality and impact of research activities. Key priorities will be developing metrics to assess research impact, implementing internal peer review processes for grant proposal submission, and promoting research integrity. Finally, collaboration and partnerships can enhance the impact of research. Encouraging interdisciplinary research, fostering industry partnerships, and collaborating with government agencies can create new opportunities for research and innovation. This is particularly important considering the Chips and Science Act of 2022, which presents significant funding opportunities for institutions like WSU. By implementing these strategies, I can effectively enhance capacity, provide support, and develop a sustainable research infrastructure that enables the college to produce high-quality scholarships and achieve its research goals.

Utilizing similar methodologies, I increased doctoral enrollment by 20%, making the department the first in the university to have 100 doctoral students. This effort was predominantly realized by focusing on a few priority areas and telling the story of our success to all the institution's internal and external stakeholders through various platforms.

Cultivate a Highly Collaborative and Interdisciplinary Community of Research: I will employ the following approach to cultivate a highly collaborative and interdisciplinary research community. Firstly, formalizing research centers, faculty clusters, and funding opportunities for interdisciplinary projects can foster a supportive environment. Secondly, fostering a culture of collaboration is essential. Organizing joint seminars, workshops, and mentorship programs can promote knowledge sharing, networking, and support for interdisciplinary research. Thirdly, leveraging existing interdisciplinary efforts can build upon existing momentum. Identifying and supporting grassroots collaborations and providing resources to existing projects can strengthen these initiatives. Fourthly, facilitating interdisciplinary partnerships can expand the reach and impact of research. Collaborating with Industry and Defense Program (IDP) institutes (like NIAR and NIRDT), university-wide partners, and external organizations can create new opportunities for interdisciplinary research. Finally, effective communication and relationship building are crucial for fostering a collaborative community. Maintaining open lines of communication, actively listening to others, and effectively communicating the value of interdisciplinary research can help to build strong, trusting relationships. By implementing these strategies (with support and assistance from all stakeholders of the College), I can cultivate a highly collaborative and interdisciplinary research community that will enhance the college's research portfolio and drive innovation.

I successfully fostered a culture of interdisciplinary research as Department Head. By facilitating a healthy, collaborative, and respectful working environment, the department broke records (in terms of research produced, doctoral graduates, and research expenditures) every year. Notable achievements include: (1) NSF Grants: The faculty received 4 CAREER Awards, 1 Convergence Accelerator grant, 2 SWIFT-Large grants, 1 REU Site, 2 curricula development grants, 13 NSF core program grants, 4 CCRI grants, and an S-STEM grant, to name a few; (2) Industry and Government Partnerships: The faculty secured an $18.SM FAA grant and individual grants totaling $6.SM from the Army Engineering Research and Development Center (ERDC) and Tennessee Valley Authority (TVA); and (3) Faculty Searches: Established a policy requiring non-voting members from research centers to participate in faculty searches, leading to increased interest and competitive center supported startup packages.

Strengthen and Expand Relationships with External Partners in Pursuit of Increased Research and Applied Learning Opportunities: I will employ the following approach to strengthening and expanding relationships with external partners. Firstly, industry partnerships can provide valuable resources and collaborations. Establishing industry advisory boards per thematic research area, collaborating on joint research projects, facilitating technology transfer, and offering industry-sponsored fellowships can enhance the college's engagement with the industry. Secondly, government partnerships can provide funding and research opportunities that address societal challenges. Collaborating on grant proposals, conducting policy research, and facilitating government-industry partnerships can strengthen these relationships. Thirdly, foundation partnerships can provide financial support for research initiatives. Submitting grant proposals and building relationships with foundation representatives can help to secure funding. Fourthly, community partnerships can enhance the college's impact and relevance. Engaging with the community, conducting community-based research, and conducting public outreach can foster positive relationships and support for the college's research activities. Fifthly, international partnerships can expand the reach and impact of research. Developing exchange programs, collaborating on international research projects, and fostering cultural exchange can create new opportunities for collaboration and innovation. Finally, alumni engagement outreach and marketing are essential for building and maintaining relationships with external partners. Reaching out to alumni, using social media, and producing newsletters can help promote the college's research and connect with potential partners. By implementing these strategies, I can strengthen and expand relationships with external partners, leading to increased research opportunities, applied learning experiences, and resources for the college.

As a Department Head, I utilized the abovementioned strategies to (a) Secure upwards of $1 .4M in contracts from the industries and secure support for 50% of our capstone design projects. (b) Secure congressional funding ( e-ship) through Florida State University, several projects for the department from FAA, and one project for which I was the co-Pl (but reallocated to four faculty members within my department) from the DHS. (c) Assisted with securing one project support from GE for a faculty and several equipment donations from industries. (d) Unparallel partnerships with local school districts and community colleges on upskilling and collaborative projects. (e) I initiated, drafted, and implemented three agreements for 100 doctoral students funneling into the graduate programs at my previous institute – the North Dakota State University (details also captured in my vitae). (f) Unprecedented engagement (see details in vitae) with alumni resulted in many positive things, notably raising $SM+ to support operations.

Build a Culture of Research Excellence and be an Advocate for Research in the College: I will utilize the following approach. Firstly, recognizing and rewarding excellence is crucial for fostering a high-achievement culture. Establishing awards, recognizing achievements in faculty promotions and tenure decisions, and highlighting research successes through public announcements can motivate faculty and students. Secondly, fostering a collaborative and supportive environment is essential for promoting research excellence. Mentorship programs, interdisciplinary collaborations, and research retreats can create a positive and productive atmosphere for research. Thirdly, encouraging continuous learning and development ensures faculty and students have the skills and knowledge to conduct high-quality research. Providing professional development opportunities, supporting sabbaticals, and ensuring compliance with research ethics can contribute to this goal. Fourthly, advocating for research at the university level is essential for securing resources and support for research initiatives. Serving on university-wide research committees, participating in fundraising efforts, and promoting the college's research achievements can help advance the college's research agenda. Fifthly, showcasing research impact is crucial for demonstrating the value of research to stakeholders. Highlighting research outcomes, developing case studies, and engaging with the public can help to raise awareness of the college's research and its societal benefits. Finally, fostering a culture of innovation and entrepreneurship can drive creativity and economic impact. Supporting entrepreneurship programs, facilitating technology transfer, and recognizing innovation can encourage faculty and students to pursue new and innovative research directions. By implementing these strategies and with the support of all stakeholders of the College of Engineering, I can build a culture of research excellence, advocate for research within the college, and position the college as a leader.

As Department Head, I utilized similar methodologies. For example, I used an aggressive award nomination strategy and initiated departmental awards at all levels (students, staff, and faculty). For example, a tailored mentoring plan for junior and senior faculty members resulted in several accolades. For example, I sent faculty and staff to workshops and funding agency proposer days and used personal contacts to introduce them to program directors. For instance, we started show-and-tell events that sparked interest across the university in our work, resulting in new collaboration, notoriety, and interest.

My enclosed curriculum vitae demonstrates my extensive experience as a department head and cluster lead at NSF, uniquely positioning me for the ADR role. I have thoroughly enjoyed my tenure as department head, and I am eager to take on new challenges. The opportunity to contribute to WSU's mission is exciting. I am confident in leveraging my skills and experiences to drive the college forward.

Respectfully submitted,
Samee U. Khan

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Dear Search Committee Members:

I would like to be considered for the recently advertised position of the Associate Dean for Research of the College of Engineering at Wichita State University. Currently serving as the Chair and Professor of the Mechanical Engineering Department at Northern Illinois University (NIU), my academic background and administrative expertise closely match the specified qualifications for this position.

Before joining NIU, my professional journey included roles as a faculty member with diverse administrative responsibilities at the University of Michigan-Flint and Dearborn campuses, as well as the Masdar Institute of Science and Technology (MIST) in Abu Dhabi. MIST, a research-driven graduate-level institution established in collaboration with the Massachusetts Institute of Technology (MIT), provided a unique perspective on global academic collaborations. Additionally, I held visiting faculty appointments at MIT, National University of Singapore, American University of Sharjah, Oak Ridge National Lab, and Ford Motor Company.

I possess a robust background in research, teaching, and administration, with a focused expertise in the expansive realm of energy and sustainability. My research endeavors have resulted in publications in numerous esteemed international journals and inclusion in the Stanford University's World's Top 2% Scientists List. I have also successfully secured external funding exceeding US $6 million from prestigious entities, including the National Science Foundation, US Depa1tment of Defense, US Department of Energy, National Labs, the Government of Abu Dhabi, and major stakeholders in the aerospace and automotive industries.

My academic credentials include a Ph.D. in mechanical engineering and a master's in aerospace engineering from the University of Michigan - Ann Arbor. Additionally, I hold a second master's in mechanical engineering from the University of Windsor, Canada, and a bachelor's degree in mechanical engineering from the N.E.D. University, Karachi. This diverse educational background, coupled with my international affiliations, has equipped me with a deep understanding of various educational systems and a capacity for innovative curriculum development to cater to diverse student needs.

I am very interested in continuing an academic career, and have greatly enjoyed my academic career. Your advertisement attracted my attention as this position and the Wichita State University offer me a perfect opportunity to achieve my goal of moving up to a higher academic leadership position. I believe I have the necessary experience, vision and enthusiasm, which will serve me well in the position of the Associate Dean for Research. In my current and past positions, I have gained a wide range of leadership experiences, including more than nine years of being the department chair/head. The experience also includes working in an academic collective bargaining environment. I have also been involved with the establishment and supervision of interdisciplinary academic programs (PhD program head at the Masdar Institute). I am also very familiar with accreditation processes for both undergraduate and graduate programs. In my capacity as the elected Chair of Faculty Senate at the University of Michigan-Dearborn for two terms, I was intimately involved with the strategic planning, budgeting and faculty governance at the University level. I also have valuable experience in developing and nurturing outreach and fundraising activities with various stakeholders. Through my experiences in different institutions, I have gained a good understanding of different budget and resource allocation processes.

In addition to my experience in research and academic leadership, I have a good ability to cocreate and implement strategic research initiatives that align with institutional goals. At Northern Illinois University, I spearheaded several strategic initiatives that increased both the quantity and quality of research outputs. My experience in leading interdisciplinary research projects, particularly in the fields of clean and sustainable energy, has allowed me to cultivate a collaborative research environment. I have consistently encouraged cross-departmental collaboration, which resulted in securing significant extramural funding and elevated the research profile of the institutions where I have served.

Building and sustaining research infrastructure is another area where I have made substantial contributions. During my tenure as the founding head of the mechanical engineering program at the Masdar Institute, I oversaw the establishment of state-of-the-art research facilities, ensuring that faculty and students had access to cutting-edge resources. I also assisted with the expansion of engineering building at the University of Michigan-Flint. My hands-on experience in developing research facilities, coupled with my understanding of the needs of both faculty and students, positions me well to lead efforts at Wichita State University in enhancing its research infrastructure and ensuring it remains competitive on a national and international scale.

I also recognize the importance of external partnerships in advancing the research agenda of a university. My experience in developing and nurturing relationships with industry, government agencies, and academic institutions has been pivotal in creating applied learning opportunities and securing funding. The strategic location of Wichita State University, coupled with my background in building productive partnerships, presents an exciting opportunity to further elevate the university's research profile and contribute to its goal of achieving R1 status.

I am a firm believer in the value of diversity, equity, and inclusion in educational institutions. I believe that a diverse and inclusive community of students, faculty, and staff enhances the learning environment by providing different perspectives and promoting mutual understanding. Throughout my career, I have been a passionate advocate for diversity, equity, and inclusion, and have worked hard to promote these values in my academic and professional endeavors.

I maintain an active presence in professional organizations, both as a member and a leader. I am honored to be a fellow of both the American Society of Mechanical Engineers (ASME) and International Engineering and Technology Institute (IETI), and to have received the Society of Automotive Engineers (SAE) Ralph R. Teetor Award in recognition of my contributions to the field. Currently, I serve as a Subject Editor for a leading energy journal (Applied Energy; impact factor of 11.2) and as an Associate Editor for an ASME journal (Thermal Science and Engineering Applications). Additionally, I am involved in organizing committees for various professional organizations. As a licensed Professional Engineer registered in the state of Michigan, I am committed to upholding the highest standards of ethics and professionalism in my work.

In conclusion, my extensive leadership experience, vision for the engineering discipline, experience of building successful partnership with industry and community, and dedication to student success align well with the qualifications sought for the Associate Dean for Research of the College of Engineering at Wichita State University. I am enclosing a copy of my curriculum vitae for your consideration. Should you need any additional information, please feel free to contact me at XXXXXXXXXX or by e-mail at XXXXXXXXXX. Thank you for considering my application. I look forward to the possibility of discussing how I can contribute to the future of Wichita State University.

Sincerely,
Tariq Shamim

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