University of Nevada
Strategic Planning
Nevada
Seismological Laboratory
Mackay School of Mines,
University of Nevada, Reno
Fall 2003
Final Version
Table of Contents
I. Context 3
II. Current Status (Strengths, Weaknesses, Opportunities, Threats) 4
III. Vision 6
IV. Mission 7
V. Goals 7
VI. Tasks 8
VII. Current Resources 12
VIII. Future Resource Needs 14
IX. Relation to U. Nevada Strategic Plan 14
X. Performance Indicators 15
Appendices
A. Process of Input and Development 18
B. Strategic Plan Schedule and Budget 19
I. Context
A. Institutional
Context
Nevada has a serious earthquake hazard (on average, a M>7 earthquake every 25-30 years). The Nevada Seismological Laboratory (NSL) was therefore created in 1974 to respond to this hazard. NSL is the only agency in Nevada with responsibility for monitoring earthquakes. Our state-funded personnel consists of 1.8 FTE spread among three faculty who obtain the rest of their appointment from the Department of Geological Sciences, plus an electronics engineer, an administrative assistant, and a graduate research assistant. This stable core of funding from the State is critical for attracting and retaining faculty who are capable of raising significant federal research funds for studying this earthquake hazard and also studying significant seismological problems worldwide. This stable core of faculty is responsible for leading a team of several other faculty and staff who are supported by external research grants. Currently, the professional academic and administrative staff of NSL total thirteen. The classified staff totals seven. There are five graduate students pursuing advanced degrees in seismology. Through its faculty appointments in Geological Sciences, NSL is involved in undergraduate and graduate education. In addition, NSL characteristically employs 5-10 undergraduate students at any one time.
NSL actively promotes earthquake preparedness and safety as part of its mission. One aspect of NSL’s outreach program is nearly legendary in Mackay School of Mines: about 2000 K-12 students and accompanying adults visit NSL on tours every year. During these tours, students, and their accompanying teachers and chaperones, are informed about earthquake hazard in Nevada and about steps to prevent earthquake injury and damage. Other aspects of the outreach program are a K-12 seismic network, school earthquake calendars, a brochure on earthquake safety, and an extensive and informative NSL web site.
The offices, labs, and equipment of NSL are located in roughly 10,000 sq. ft. of the Laxalt Mineral Engineering Building. NSL was always a unit of the Mackay School of Mines and will be a unit of the soon-to-be Mackay School of Earth Science and Engineering within the College of Science (COS). As a discipline that draws heavily on geology, mathematics, and physics, NSL is well placed as a unit within the COS.
NSL received $2,545K in external awards in state FY03 while receiving state funding of only $457K in the same year (Office of Sponsored Projects figures), a ratio of approximately 5.5. This reflects our label as a “research laboratory”.
B. External Context
The science of seismology inevitably pulls one into many external associations, national and international. Seismology was an early leader in data exchange on a global scale, and it is quite common today to see real-time data from worldwide seismic stations in the display areas of seismological institutions.
NSL monitors earthquakes in an
area of over 100,000 km2 (much of the state of Nevada parts of
eastern California). In the external
context, NSL is viewed as a major seismic network operator. Within the ANSS (Advanced National Seismic
System), NSL network is considered a “regional” network with full capabilities
for monitoring seismicity, forming a regional catalog of earthquakes, and
providing the public with earthquake notification. This fact alone gives NSL wide recognition. NSL data are exported to
five cooperating seismic networks outside of Nevada, including the National
Seismic Network. NSL has principal
responsibility for monitoring strong ground motion in Nevada's most populous
cities. FEMA recently estimated
Nevada's expected annualized earthquake losses at $100 million.
NSL is currently working with grant and contract funds from virtually all the major sources of such funding within the federal government. Internationally, NSL has lately secured a NATO grant for strong-motion monitoring in Turkey, and maintains collaborations in Mexico. NSL is an affiliate with the CISN (California Integrated Seismic Network) and collaborates closely with them on earthquake notification for eastern parts of California. NSL is an affiliate of SCEC (Southern California Earthquake Center) and contributes to their efforts to better define earthquake hazard, with a focus on California. NSL is a member of IRIS (Incorporated Research Institutions for Seismology). NSL is already planning to participate in a visionary project called Earthscope, an NSF major research equipment initiative that, with associated research, will focus on greatly improved geophysical understanding of the structure and dynamics of North America.
Another facet of our external
context are the significant DOE (Department of Energy) projects that occur in
Nevada: 1) nuclear test readiness, 2) site characterization and seismic
monitoring associated with high-level nuclear waste disposal, and 3) geothermal
energy development. For instance, the proposed high-level nuclear waste
repository at Yucca Mountain, on the Nevada Test Site, has been seismically
monitored by NSL for 12 years and will require ongoing geophysical
monitoring. This stable funding has
enhanced NSL with core facilities and staff.
II. Current
Status
A. Strengths
* Seismic network operations. NSL operates over 160 seismic stations. A lab-developed microwave system gathers data from most of these stations and transmits it to the U. Nevada. A state-of-the-art processing system enables us to efficiently and competently prepare a catalog of earthquakes and to provide earthquake notification to the public.
* Our personnel. This is judged primarily by scientific paper citations, by international reputations, by participation in external organizations, and by ability to obtain grants and contracts.
* Our structure. NSL’s “unit” position within Mackay and the shared faculty appointments in the Geological Sciences Department are major ways of integrating us into the university environment and of providing access to resources.
* Our outreach. Our tours for K-12 students, our involvement with community earthquake hazard mitigation, and our earthquake notification process all enable us to tie into the larger community.
* Our location. NSL is located within a seismically active area (local and state scale) which has a rapidly growing population and infrastructure. Nevada is also a site for future significant geothermal energy development. These facts virtually guarantee further opportunities for growth at NSL.
B. Weaknesses
* Dependence on federal support. Our external support is heavily weighted toward federal awards, with one (Yucca Mountain seismic monitoring) providing over half of the total. NSL has yet to realize any significant state or business support for its activities.
* Support for outreach. Currently, many of our outreach activities are done by personnel whose time is already fully needed for teaching activity and for non-outreach grants and contracts.
* Computer support. Also many of our personnel, faculty and staff, are burdened by the demands of supporting complex computing equipment, which seems to always accompany leading-edge seismology.
* Cyclical demand for geoscience graduates. For a decade, seismology has shared the cyclic downward trend in the number of positions available for new geoscience graduates. This affects our ability to attract students and maintain a curriculum. (This trend has reversed recently however.)
* Space. The seismic network operations of NSL are critically constrained by our current space allocation, and our growing research component is now limited by available office and lab space within MSM.
C. Opportunities
* Reorganization. The reorganization of MSM into the new College of Science provides NSL faculty with more opportunities for fruitful collaborative work, notably with faculty in physics, mathematics, and geography.
* Earthscope. This major NSF facilities program ($200M) will afford NSL many opportunities to obtain funding, from network operations level on up through research and outreach.
* Growing urban seismic risk. Nevada’s growth for its largest cities lies in areas of significant seismic hazard, and only a few preliminary steps have been taken to characterize the seismic hazard.
* Seismographs in
schools. NSL personnel have
already established numerous seismographs in Nevada schools. This new program shows great promise to
bring together NSL knowledge and experience with the educational needs of
Nevada K-12 students. Furthermore, the
technology and ideas inherent in this program have national potential.
* Public lands. Due to its unique status with 86% of the state being federal public land, Nevada is a natural place for the federal government to propose high-profile projects that involve geoscience. Seismologists’ skills are important to many of these current and proposed projects.
D. Threats
* Impending retirements of key personnel. There are two key personnel who may be retiring in the next five years: Jim Brune, full professor, and Wally Nicks, electronic design engineer faculty. Continuing their critical leadership and services is of great concern at NSL.
* Inability to provide safety nets for “soft-money” faculty. Some key faculty are supported by one contract, leaving them vulnerable if that contract should be lost. Other key faculty sometimes incur significant gaps in funding.
* Abnormal seismic quiescence in Nevada. Although earthquake activity is a phenomenon beyond our control, a current, prolonged period without a significant damaging earthquake in the Reno or Las Vegas area and the half-century since the last M 7 earthquake in Nevada saps willingness for funding seismic hazard research and risk mitigation at the state level.
* Lack of statewide presence. Unless NSL establishes a real “state-wide” presence in the near future, it is liable to find its sphere of responsibility sharply reduced from the potential. This is a fundamental problem that concerns us.
III. Vision
The Nevada Seismological Laboratory is a statewide teaching, research, and service Institute committed to training professionals and generating the knowledge necessary to mitigate seismic risks in Nevada. The Laboratory provides a single, comprehensive focus where Nevadans and others can learn about earthquakes and how to use that knowledge for social good. Growth in the discipline and in Nevada’s population requires the Laboratory to develop and maintain cutting-edge capabilities and programs. We develop knowledge on earthquake occurrence and effects through seismic monitoring activities, scientific research, and engineering application. We conduct our activities to the highest standards of scholarly and scientific achievement, seeking to become a nationally leading earthquake-research institution. We apply this high level of scientific scholarship in developing effective earthquake hazard mitigation for a growing population in a tectonically complex region. We spread the knowledge we develop, and promote the regional economy, by publishing in leading scientific and popular forums, by establishing degree programs at UNR and UNLV, by supporting the careers and scholarship of students at all levels, by fostering commercial use of appropriate technology, by training seismic-safety professionals, and by engaging and informing K-12 students and the general public.
IV. Mission
In the Land Grant heritage of the University of Nevada, NSL focuses on preparing students and professionals to apply themselves to the challenges posed by the potential of fatalities and economic losses from earthquakes in Nevada. The mission of the NSL, as approved by the Board of Regents in 1974, is to:
1. Operate a network of seismic stations in the Nevada region;
2. Analyze the data obtained with the Nevada seismic network;
3. Compile data on historic and current earthquake activity in and around the State of Nevada;
4. Serve as a repository and exchange point for information on earthquake activity in Nevada and adjoining states;
5. Provide for education of the public in matters related to seismicity and earthquake risk in the Nevada region;
6. Carry out grant- and contract-supported research on earthquake problems of national importance;
7. Consider such other kindred scientific and economic questions as in the judgment of the Board of Regents shall be deemed of value to the people of the State.
V. Goals
The following goals
for NSL are established for the 2004-2008 planning period:
1) Develop
the lab into a research and service institution of national prominence,
recognized as a center of expertise in our region.
2) Pursue
added funding through the NSF
Earthscope program and leverage it to Maintain the coverage and capabilities of
USarray after it pulls out of Nevada.
3) Raise the lab’s profile and visibility to the rapidly
growing Nevada population.
4) Increase our service to the populations in Las Vegas, Elko,
Carson City, and throughout the State by formally affiliating other UCCSN
faculty, and establishing lab personnel outside the Reno area.
5) Support the education of many more undergraduate and
graduate students than we do currently.
6) Obtain infrastructure support to allow the
scientists in the lab to make full use of their abilities.
7) Create
a top- quality computing facility and seismic network to support the gathering
and processing of seismic data.
8) Affiliate
the lab with public and private educational elements in the state of Nevada to better
achieve our outreach mission.
VI. Tasks (note
that H=high and M=medium priorities are attached to tasks)
Goal 1 (Develop the lab’s
standing):
M Graduate at least five seismology students with M.S. or Ph.D. degrees (in any UNR science or engineering program) each year: by 2008.
H Hire new academic faculty (a seismologist) upon Brune’s retirement: 2006?.
H Hire new development engineer faculty upon Nick’s retirement: 2008?.
M Gather a review board for Lab activities and plans at least once every three years: 2005.
M Host a regional scientific or engineering workshop every other year: 2005.
M Have on staff at least one post-doctoral scholar on a continuing basis: 2005.
M Increase the number of faculty whose goal is primarily research and publication rather than contract fulfillment: 2006.
H Support weekly seminars and at least one well-known visiting scholar each year: 2005.
M Demonstrate national leadership by a faculty member holding an appointment in at least one of the SCEC, PEER, ANSS, CISN, IRIS, Earthscope, etc., consortia: 2007.
M Have all graduate students and most undergraduates present at one national meeting per year: 2005.
M Have all academic and research faculty publish at least one paper in prominent discipline journals (e.g., BSSA, JGR, GSAB, Tectonophysics, Geophysics, etc.) every year: 2005.
M Have the Lab produce a paper in the most prominent general journals (e.g., Science or Nature) at least once every three years: 2007.
H Host the Seismological Society of America 2005 annual meeting at Lake Tahoe successfully: 2005.
H Reach $3 million external funding in 2006, and $4 million in 2008.
Goal 2 (Take advantage of NSF Earthscope):
H Participate in a large share of the multi-million-dollar Earthscope science project: 2006.
H Hire a research faculty member to pursue Earthscope funding: 2004.
H Maintain region-wide station coverage established by Earthscope’s USArray after pullout: 2007.
H Maintain 30 broadband stations in our traditional CNSS region after Earthscope’s USArray pullout: 2007.
Goal 3 (Make the lab more
visible to Nevada):
M Publicize Nevada seismicity (and appropriate citizen response) in a prominent popular publication at least once every year: 2005.
H Continuously improve our web site to be responsive to the needs of Nevada engineers, urban planners, and the general public: 2005.
M Maintain an average of at least 1000 visitors daily to the Lab web site: starting 2004.
H Reach a schedule that brings every K-12 Washoe Co. school pupil on a Lab tour at least once: 2007.
M Place popular seismology exhibits in at least two museums statewide: 2007.
M Consolidate to a greater degree our tour programs with the large-scale structures seismic engineering lab in order to offer K-12 a more complete exposure to earthquakes and earthquake safety: 2004.
H Achieve a major revamping of our hallway displays with audiovisual equipment, informative posters, and interactive opportunities: 2005.
Goal 4 (Increase the lab’s
service to Nevada):
M Formally affiliate at least three faculty not from U. Nevada-Reno with the Lab: 2005.
M Open a dialogue with UNLV faculty interested in participating in lab efforts, especially in the Las Vegas area, and involve them in revising the strategic plan each year: 2004.
H Open an office in Southern Nevada to contain at least one NSL supported employee for maintenance and expansion of the seismic network in that area: 2004.
M Form a partnership with the U. Nevada Cooperative Extension to promote our earthquake safety and preparedness message to Nevada’s population, especially outside the Reno and Las Vegas areas: 2005.
H Hire an outreach specialist (docent,
webmaster, schools outreach, earthquake education, etc.): 2006.
H Develop earthquake hazard related information, including urban seismic hazard maps and scenario ground motion and intensity maps for every Nevada community; promote to the community government, engineers, and the general public: one new community per year added to the available products or updated: beginning 2004.
M Support NBMG in parameterizing the FEMA HAZUS program for Nevada to the best degree possible, using the latest geophysical and geological information: 2005.
M Make the lab’s earthquake catalog data and hazard information readily available to the public in graphical form on the web site: 2005.
Goal 5 (Broaden our educational
activity):
H Increase graduate assistant numbers to reach 1.0 for each academic faculty, funded by the State and/or School: 2008.
H All academic and research faculty
successfully obtain research grants including support for one graduate
assistant per year: 2007.
H Each faculty member raises grant funds to support at least one undergraduate student working at least 10 hours/week: 2005.
H Seek and obtain at least two graduate students per year from the undergraduate and graduate math, engineering, and science pools within our own university: 2005.
M Establish collaborative research
projects at the rate of at least two per year with the non-MSESE faculty of the
new COS: 2004.
M Actively participate in the geohazards
research group proposed by the Department of Geological Sciences: 2005.
M Hire more undergraduate students to
support our mission and provide a positive work experience and a meaningful
educational experience.
M Begin a weekly informal gathering of
graduate students and faculty to discuss research ideas, lab issues, and future
directions: 2004.
Goal 6 (Obtain additional infrastructure):
H Provide computer resources (including
hardware, software, and administration) that are efficient, easily accessible,
and sufficient for all faculty, staff, and students in the Lab: 2004.
H Provide salary backup and sabbatical
leave for research faculty at associate rank and above: 2004.
H Hire an additional administrative
assistant at level II: 2006.
H Upgrade NSL’s current Administrative
Assistant III to IV: 2005.
H Add state support for one field
technician: 2006.
Goal 7 (Enhance our computing facilities and seismic network):
H Develop and maintain redundant systems
so that seismic network operations can be maintained at a level sufficient for
our public and contract responsibilities through any likely disaster: 2006
H Generate earthquake locations,
magnitudes, mechanisms, shake maps, felt maps, and press releases reliably and
automatically within 15 minutes of an event in our region, and establish QC
procedures for review and correction: 2005.
H Run a yearly drill simulating a
damaging earthquake to test response capabilities and QC procedures: 2005.
M Exemplify earthquake preparedness in
our own laboratory by strapping all personal computers and all seismic network
hardware and by installing restraints on shelves, furniture, etc. to prevent
nonstructural damage: 2004.
H Install, configure and maintain
computer system and communications network monitoring software so problems can
be immediately identified, tracked, and addressed: 2004.
H Install, configure, and maintain a
computer backup solution enabling easy recovery of lost data, and overall
disaster recovery. Implement off-site
storage and media rotation for better backup security: 2004.
M Upgrade existing telemetry to an IP
transmission network: 2008.
M Establish gigabit Ethernet for all
high-end workstations and servers: 2006.
M Develop a center for computational
Seismology/Geosciences including undergrad and graduate educational programs
and research in collaboration with COS, COE, and others at UNR: 2006.
Goal 8 (Affiliate the lab with outside educational entities):
H Maintain the existing network of
real-time seismographs in Nevada schools (The Nevada Educational Seismograph
Network). Install seismographs in as many schools as possible per year to
expand the Internet based K-12 seismograph network: 2004-2008.
M Establish a formal continuing education
program related to seismology for K-12 teachers: 2005.
H Hire a technician to support the
expansion of the Internet based Nevada Educational Seismic Network and K-12
science education programs: 2006.
M Establish a formal relationship with
the Nevada Board of Education to foster a relationship for science education
and science technology initiatives in Nevada Schools: 2006.
M Participate in COS-organized
recruitment efforts in Nevada schools: 2005.
M Support at 50% a continuing graduate
student for the Nevada Educational Seismograph Network and K-12 programs, with
50% supported by Education: 2006.
VII. Current Resources
A. NSL Personnel
3 tenured faculty (sharing 1.8 state FTE for NSL)
1 departmental administrative assistant (1.0 state FTE)
1 design & development engineer (1.0 state FTE)
3 administrative faculty
5 research professors
1 postdoctoral scholar
6 classified employees (clerical, technician)
B. Funding (FY04)
State supported faculty salaries* $ 315,904
State funded Administrative Assistant III (1.0 FTE) $35,542
State funded Graduate student (annual) $14,000
Fringe for above $80,903
State-funded operating funds $11,044
State total $457,393
ICR (projected) $50,707
External funds (projected direct costs) $2,134,073
Contributions via MSM Foundation fund (estimate) $1,500
Other total $2,186,280
Total $2,643,673
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* 1.8 FTE distributed over 3 individuals whose remaining appointments are with Department of Geological Sciences and 1.0 FTE for an electronic engineer.
C.
Space
Square Feet
Labs 1,636
Computer Rooms 856
Shops 769
Archives (digital and hardcopy) 883
Equipment & Supplies 1,838
Offices 3,637
Total 9,619
D. Equipment
(replacement value)
# Cost Each Total
Seismic stations
Analog 75 $2,500 $187,500 Digital 89 $23,500 $2,091,500
Telemetry sites 13 $120,000 $1,560,000
Vehicles 6 $25,000 $150,000
Workstations and Servers 62 $3,000 $186,000
Beowulf mini-supercomputer $100,000
Misc. computer peripherals (printers, routers, storage, etc.) $93,000
Misc. lab telecomm equipment (modems, discrim., etc.) $230,000
Misc. test equipment, spare parts, tools $200,000
Total $4,798,000
VIII. Future Resource Needs
This is a summary of the perceived resource needs of NSL at the time point of autumn 2003. A year (or range of years) is attached to indicate the immediacy of the need.
Personnel:
FY05 – Earthscope research assistant (associate) professor (soft money)
FY04 – Earthscope siting and permitting expert (soft money)
FY06 – outreach coordinator (hard money)
FY06 – additional seismic field technician (hard money)
FY06 – administrative assistant II (hard money)
FY06 – additional seismic technician for schools program (hard money)
FY07 – additional research faculty (soft money)
FY06-08 – two additional state-supported graduate students
Space:
FY04 – shop space to consolidate our operational materials, supplies, and equipment (1500+ sq ft (may be gained by trading for space within MSESE during 2004)
FY04-05 – office space for two additional professional hires (Earthscope related)
FY05 – additional hallway space for exhibits and public outreach (~ 250 sq. ft.)
FY06 – office space for outreach coordinator
FY06-07 – office space for an additional research professor and an additional post-doc
FY06 – office space for additional admin. assistant and student aide
FY05-08 – office space for 8 additional graduate students
IX. Relation to U. Nevada
Strategic Plan
NSL strategic plan has many elements which fit into the U. Nevada Strategic Plan, as set out in “Our Best Effort for Nevada: President’s Written Report on Strategic Planning for 2001-2002”. In that document, the President stated five broad objectives for the university:
1) EDUCATE – “In pursuit of our mission to educate the citizens of the state and beyond, the university will improve the quality of its teaching, of student learning, and of the student experience.” NSL has state-funded faculty who actively participate in the design and delivery of undergraduate curricula through the Geosciences Department, especially in the Geophysics Program. We have set an ambitious objective (Goals 1 and 5) to educate more graduate students in seismology and to hire more undergraduates to aid in our research and other state-approved missions. We have set an objective of a geophysical computational laboratory (Goal 7) to support not only seismology students but also those in the Geosciences Department. We have set another objective to have research-funded professors include more graduate students in their awards.
2) EXPLORE – “In order to carry out the mission of contributing knowledge and expertise to benefit society, the university will strengthen and publicize its scholarship, research, and creative activity.” This is already a strength of NSL. However, to improve, NSL, in its Goals 1 and 2, seeks to raise its standing as a seismological laboratory, excelling in research and knowledge. We especially intend to increase our graduate education program.
3) ENGAGE – “As a land-grant institution, UNR has a long tradition of productive engagement with the entire state. In the 21st century, the nature of this outreach should broaden and remain characteristic of the institution.” This is also a strength of NSL. NSL has set specific Goals (3,4,8) to broaden our state mission physically and educationally. We intend to bring much more of the state under routine earthquake monitoring, enhance our outreach activities by internal growth and by partnerships with other COS units and the Extension College, and lead a program to install seismographs in Nevada schools as an educational element. A major revamping of our hallway displays and an increase in the number of educational “tours” for K-12 are among our stated objectives.
4) ENABLE – “Insufficient basic infrastructure, in the form of space, equipment,
student support, technological support, and staff, is perhaps the major
obstacle that UNR faces in its campaign to raise its stature and better fulfill
its mission. Strengthening this aspect
of the university is essential to achieving all of our goals.” NSL has greatly increased its
infrastructure over the past ten years and will continue to do so, mostly with
funds from external awards. Further
enhancement of this infrastructure is addressed by our Goals 2, 6 and 7.
5) ENHANCE – “Improvements in the campus environment will help the university better serve its multiple publics, and provide the best education possible for its students. These issues involve students, faculty, and staff.” NSL draws graduate students from many countries and has long been a diverse unit on campus. We employ up to 15 undergraduates typically in a year, and we seek (Goal 5) to hire more undergraduate students and provide them a meaningful work/education experience on campus.
X. Performance Indicators
A. Analysis of Performance Indicators Stated in 2001 NSL Planning
Document
The Strategic Plan that was written for NSL in the fall of 2001 set out four performance indicators. We examine these indicators not over just the past year but far enough back to provide baseline information.
1. Area Monitored by Seismic Networks
As stated, this is not an easy or convenient indicator to track. The area of our monitoring continues to increase, but there are still significant portions of the state that have no instrumental coverage in 2003. A quantifiable indicator is the total number of seismic installations that NSL maintains in the state of Nevada and in eastern California. The trend of this instrument count is shown since the year 1991. Currently 164 different installations are used in our monitoring task, most having much better quality than those existing in 1991.
2. Outreach
The main component of NSL outreach program is the conducting of tours of
NSL for student groups. Accurate
figures for our tours have only been kept since year 2000 and are shown
here. Year 2003 figures are through the
end of November.
3. Research Grants and
Contracts
This is a straightforward analysis. The total awards made to NSL are listed in the annual reports of the Office of Sponsored Projects. Again, we take figures from 1991 onward to show the long-term trend. The trend is generally up, and we fully expect that FY04 will be an increase over FY03.
4. Science Citations
The number of citations of papers authored by each of NSL faculty was determined from ISI Science web (http://isi10.isiknowledge.com/portal.cgi) for the years 1980-1999 and for the years 1980 to present (fall of 2003). They are compared in the following graph. Two of the faculty, Anderson and Brune, account for the large majority of citations, but the growth in citations over the past 4 years has been satisfactory for everyone, ranging from 15% to 118%. It is pointed out that two of the faculty are actually administrative faculty and that three “research” faculty are heavily committed to Yucca Mountain contracts where publication is of less emphasis than contract performance. On a per-year basis, which perhaps better shows their impact, Anderson has an average of 64 citations and Brune has 75.
B. Performance
Indicators for this Planning Cycle (FY04-FY08)
1) number of stations in seismic network (replaces "area monitored
by seismic networks")
2) number of K-12 students and accompanying adults taken on lab tours per calendar year
3) total amount of OSPA awards per state fiscal year
4) average number of web site "hits" per day in calendar year
5) number of citations (1980 - present) for each faculty member
6) number of papers published in prominent geophysics journals per calendar year
7) number of MS and PhD degrees presented per calendar year where the thesis advisor was one of NSL faculty
8) number of seminars held per calendar year
9) number of seismometers operating in Nevada schools (K-12)
10) % uptime of the seismic network per calendar year
Appendix A. Process
of Input and Development.
We looked at NSL 2001 Strategic Plan for guidance in forming this 2003 Strategic Plan. We also took into consideration the elements of the Instructions for Fall-Semester Planning Efforts, 2003-2004, as made available by the University Planning Committee. A decision was made early to basically rewrite our 2001 strategic plan; although it was sound, it failed to meet many of the elements of the new instructions. The timing and description of the formation of this 2003 plan were:
1. 10/02/2003 -- Assoc. Prof. John Louie handed out draft A of mission, vision, goals, and objectives at a faculty meeting and asked for faculty input by 10/10.
2. 10/10/2003 – John Louie and David von Seggern meet to outline the writing and to review the faculty input. This was incorporated into a larger set of goals and of objectives.
3. 10/14/2003 – The preliminary goals and objectives were laid out on a giant poster outside the lab’s departmental office. Faculty were invited to show preferences for objectives via color-coded stick-ons.
4. 11/03/2003 – Preferences were tallied and a second draft (B) of strategic plan was prepared.
5. 11/06/2003 – Met with faculty again for 2 hours on revision B.
6. 11/07/2003 – Met with graduate students for over an hour on revision B.
7. 11/10/2003 – Met with classified employee staff for an hour on revision B. Prepared revision C.
8. 11/17/2003 – Incorporated further faculty comments and circulated Draft D to COS chairs and to director of NBMG.
9. 11/25/2003 – Minor changes to produce revision E. Met with the MSM Dean and other unit heads to discuss interactions among plans.
10. 11/30/2003 – Minor revisions to produce revision F; incorporated outside reviewer comments.