of about $4 million in 1989 to more than $45 million in 2006, largely through the activities of the Colleges of Education, Science, and Engineering (Figure 3). Flores noted that 50 percent of UTEP’s research funding was the result of just 17 people, and so supporting those 17 individuals with effective administrative procedures, “reassigned time,” and tangible rewards was critical to the growth of the university in its research endeavors. Those individuals’ ability to raise funds then paved the way for the next generation of incoming researchers, in the same college, to enter a more research-intensive environment with more robust resources. This strategy allows emerging research institutions to focus on areas in which they are particularly well-suited by virtue of geography, access to special populations, prominent alumni, or unusual faculty expertise; thus making success more likely.
These three approaches—embracing dynamism, finding or sharing other resources, and targeted investment of the resources at hand—are illustrated by the solutions that follow.