appendix a charge letter · rspc leadership planning mtg. usf research strategic planning timeline...
TRANSCRIPT
Appendix A
Charge Letter
Appendix B
Committee Members
ResearchStrategicPlanningCommitteeMembers(Asof5/5/16)
Co‐Chairs
SudeepSarkar,Ph.D.AssociateVicePresidentforResearch&InnovationProfessor,ComputerScience&Engineering
EdmundF.(Ed")Funai,M.D.COO&VicePresidentforAdministrationUSFHealthUSFHealthVicePresidentforStrategicDevelopment,USFSystem
Members
BillBaker,Ph.D.DirectorCDDICollegeofArtsandSciences
RichardBermanDirectorPatelCollegeofGlobalSustainability
Thomas("Tom")Bernard,Ph.D.ProfessorandChairEnvironmental&OccupationalHealthCollegeofPublicHealth
PaulaBickford,Ph.D.ProfessorNeurosurgeryMorsaniCollegeofMedicine
RobertBishop,Ph.D.,P.E.DeanandProfessorCollegeofEngineering
CesarBorlongan,Ph.D.DistinguishedProfessor&DirectorUSFCenterofExcellenceforAgingandBrainRepairMorsaniCollegeofMedicine
DonP.Chambers,Ph.D.AssociateProfessorPhysicalOceanographyCollegeofMarineScience
TiffanyChenneville,Ph.D.AssociateProfessorPsychology;JointAppointment,PediatricsUSFSt.Petersburg
TheresaChisolm,Ph.D.ViceProvostforStrategicPlanning,Performance&Accountability;ProfessorCommunicationSciences&DisordersCollegeofBehavioral&CommunitySciences
WilliamCummings,Ph.D.ProfessorandChairHumanities&CulturalStudiesCollegeofArtsandSciences
JayDean,Ph.D.ProfessorMolecularPharmacology&PhysiologyMorsaniCollegeofMedicine
RajivDubey,Ph.D.ProfessorandChairMechanicalEngineeringCollegeofEngineering
V.MarkDurand,Ph.D.InterimRegionalViceChancellorAcademicAffairsUSFSt.Petersburg
DavidEddins,Ph.D.ProfessorCommunicationSciences&DisordersCollegeofBehavioral&CommunitySciences
MichaelFountain,MBA,Ph.D.John&BeverleyGrantEndowedChairinEntrepreneurship;andDirectorCenterforEntrepreneurshipMumaCollegeofBusiness
Robert("Bob")Frisina,Jr.,Ph.D.Professor&BMEDirectorBMEProgram,Chemical&BiomedicalEngineeringCollegeofEngineering
RichardGitlin,Sc.D.DistinguishedUniversityProfessor,StateofFlorida21stCenturyWorldClassScholarElectricalEngineeringCollegeofEngineering
StuartHart,M.D.ChiefMedicalOfficerofInnovationUSFHealthCAMLSMorsaniCollegeofMedicine
MichaelHighsmith,Ph.D.AssociateProfessorSchoolofPhysicalTherapy&RehabilitationSciencesMorsaniCollegeofMedicine
UmeshJinwal,Ph.D.AssistantProfessorPharmaceuticalSciencesCollegeofPharmacy
GladisKersaint,Ph.D.AssociateDeanforAcademicAffairs&ResearchCollegeofEducation
ErinKimmerle,Ph.D.AssociateProfessorAnthropologyCollegeofArtsandSciences
MarkKindy,Ph.D.Professor&AssociateDeanforResearch&InnovationPharmaceuticalSciencesCollegeofPharmacy
KevinKip,Ph.D.DistinguishedProfessorEpidemiology&BiostatisticsCollegeofNursing
RandyLarsen,Ph.D.AssociateDeanOfficeofResearch&ScholarshipCollegeofArtsandSciences
BarbaraLewis,MLISAssistantDirectorforDigitalLearningInitiativesUSFTampaLibrary
Stephen("Steve")Liggett,M.D.AssociateVicePresidentUSFHealthPersonalizedMedicineMorsaniCollegeofMedicine
Pei‐SungLin,Ph.D.ProgramDirectorITSTrafficOperations&SafetyProgramCUTRCollegeofEngineering
Phillip("Phil")Marty,Ph.D.AssociateVicePresidentUSFHealthOfficeofResearchInterimChair,Dept.ofPathology&CellBiologyProfessor,PublicHealth&MedicineMorsaniCollegeofMedicine
ValerieMcDevitt,J.D.,MST,CLPAssociateVicePresidentTechnologyTransfer&BusinessPartnershipsUSFResearch&Innovation
MarkMcLaughlin,Ph.D.ProfessorChemistry&InterdisciplinaryOncologyCollegeofArtsandSciences
JamesR.Mihelcic,Ph.D.,BCEEMProfessor,StateofFlorida21stCenturyWorldClassScholarCivil&EnvironmentalEngineeringCollegeofEngineering
Wilbur("Wil")Milhous,Ph.D.AssociateDeanforResearchCollegeofPublicHealth
ShyamMohapatra,Ph.D.DistinguishedProfessor,InternalMedicine,PharmaceuticalScienceEndowedChair,andViceChairofResearch,InternalMedicineMorsaniCollegeofMedicine
DaveMorgan,Ph.D.CEO/DirectorByrdAlzheimerInstituteMorsaniCollegeofMedicine
MerryLynnMorris,MFAAssistantDirectorandFacultyDanceProgram,SchoolofTheatre&DanceCollegeofTheArts
CindyMunro,Ph.D.,RNAssociateDeanResearch&InnovationCollegeofNursing
TerryOsborn,Ph.D.RegionalViceChancellorUSFSarasota‐ManateeAcademic&StudentAffairs
BalajiPadmanabhan,Ph.D.Professor&ChairInformationSystems/DecisionSciencesMumaCollegeofBusiness
RichardPollenz,Ph.D.Professor&AssociateDeanOfficeforUndergraduateResearchCollegeofArtsandSciences
WilliamQuillen,PT,DPT,Ph.D.,FACSMDirectorSchoolofPhysicalTherapy&RehabilitationSciencesMorsaniCollegeofMedicine
JulianneSerovich,Ph.D.DeanandProfessorCollegeofBehavioral&CommunitySciences
SriSridharanManagingDirectorandCOOFloridaCenterforCybersecurityUSFResearch&Innovation
PeterStiling,Ph.D.SpecialFacultyAssistantintheOfficeoftheProvost;andDirector,USFinLondonProgramsProfessor,ChemistryCollegeofArtsandSciences
YichengTu,Ph.D.AssociateProfessorComputerScience&EngineeringCollegeofEngineering
JayWolfson,Dr.P.H.,J.D.AssociateVicePresident,HealthLawPolicyandSafetySr.AssociateDeanforHealthPolicy&PracticeMorsaniCollegeofMedicine
DanielYeh,Ph.D.,P.E.AssociateProfessorCivil&EnvironmentalEngineeringCollegeofEngineering
SarahYuan,M.D.,Ph.D.ProfessorandChairMolecularPharmacology&PhysiologyMorsaniCollegeofMedicine
JoseZayas‐Castro,Ph.D.ProfessorandExecutiveAssociateDeanCollegeofEngineering
Appendix C
Timeline
JAN
FEB
MAR
APR
MAY
12
RSPC
Regular M
eetin
g
26
RSPC
Regular M
eetin
g
9
RSPC
Regular M
eetin
g
23RSPC
Regular M
eetin
g5
RSPC
Regular M
eetin
g
3
RSPC
Regular M
eetin
g
16
Stakeh
olde
r Mtg: IAD
I Faculty
21
Stakeh
olde
r Mtg: C
RAN M
embe
rs
25
Town Ha
ll: USF St. Pete
Stakeh
olde
r Mtg:
Commun
ity Leade
rs / AP
LU Sum
mit
23
Town Ha
ll: USF Health
10
Town Ha
ll: USF Tam
pa
(@ College of A
rts & Scien
ces)
2
Town Ha
ll: USF Sarasota‐Manatee
20
Stakeh
olde
r Mtg: U
SF Faculty Sen
ate
7
Stakeh
olde
r Mtg: U
SF AAA
S Fellows
24
Stakeh
olde
r Mtg: A
ssoc. D
eans ‐Re
s.
25
RSPC
Leade
rship Planning
Mtg.
USF Research Strategic Planning
Committee:
Timeline
8
Stakeh
olde
r Mtg: U
SF Research Co
uncil
11
Stakeh
olde
r Mtg: U
SF DUPs
OCT
27
RSPC
INAU
GURA
L MEETING
NOV
10
RSPC
Regular M
eetin
g
24
RSPC
Regular M
eetin
g
DEC
8
RSPC
Regular M
eetin
g
2016
2015
22
Joint M
eetin
g: RSPC, RAC
, TPW
Draft Re
port to BO
T
2311
Draft R
eport to Sr. V
P Mtg.
Appendix D
Meeting Schedule
Research Strategic Planning Committee
MEETING SCHEDULE*
*Revised April 19, 2016
Note: All Meeting Times are from 2:00 – 3:30 PM.
2015 Oct. 27 Marshall Student Center 2709 Nov. 10 Marshall Student Center 2708 (Located just across the hall from 2709) Nov. 24 Marshall Student Center 2709 Dec. 8 Marshall Student Center 2709
2016 Jan. 12 Oak View Room (USF CONNECT) Jan. 26 Marshall Student Center 2709 Feb. 9 Marshall Student Center 2709 Feb. 23 Marshall Student Center 2709 ** **Mar. 8 & Mar. 22 Meetings suspended while Town Halls and Stakeholder Meetings
occur (See Timeline for details)
April 5 Oak View Room (USF CONNECT) April 19 Canceled – Due to Joint Meeting on April 22 April 22 Joint Meeting of the Research Strategic Planning Committee (RSPC),
Research Advisory Council (RAC), and Transition Plan Workgroup (TPW) Location: MDN 1022
May 3 Oak View Room (USF CONNECT)
Locations and Directions:
USF Marshall Student Center, Tampa Campus Please click here for GPS coordinates, step‐by‐step directions, and parking.
Oak View Room, USF CONNECT 3720 Spectrum Blvd., Tampa, FL 33612 (The USF Research Building, in the USF Research Park) Please click here for GPS coordinates, step‐by‐step directions, and map. Please see the attached Parking Information. (Note: There is no charge for parking in the Green Visitor’s Lot, identified on the attached map)
Appendix E
Town Hall Flyer
ALL MEETINGS OPEN TO ALL USF SYSTEM FACULTY
MCOM Lecture Hall 1097
USF Tampa, hosted by College of Arts and Sciences
Appendix F
Meeting Proceedings Including Meeting Agendas, Meeting Summaries, Meeting Presentations, and Transcriptions of Notes from Meetings, Town Halls, and Stakeholder Sessions
(Full copies are available on file in USF Research & Innovation)
Appendix G
Bibliography of Resources Considered by the Committee Full copies available in USF Research & Innovation.
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Appendix H
Convergence Abstract
Convergence: Facilitating Transdisciplinary Integration of Life Sciences, Physical Sciences, Engineering, and Beyond
BOARD ON LIFE SCIENCESMAY 2014
It has been said that the 21st century will become the “century of biology,” enabled by the impressive progress made in understanding the molecular basis of life. Fifty years after Watson and Crick determined the structure of DNA, the ability to sequence, computationally compare, and interact with the complexity of the human genome at relatively low cost has spawned revolutions ranging from genomics to bioinformatics. A critical dimension of this new century will be the further integration of life sciences with other disciplines, and vice versa.
Convergence is an approach to problem solving that cuts across disciplinary boundaries. It inte-grates knowledge, tools, and ways of thinking from life and health sciences, physical, mathematical, and computational sciences,1 engineering disciplines, and beyond to form a comprehensive synthetic framework for tackling scientific and societal challenges that exist at the interfaces of multiple
fields. In this report, convergence also refers to the formation of the web of partnerships needed to support convergent scientific investigations and translate the resultant advances into new products and innovations.
Convergence can represent a culture shift for academic organizations that are traditionally organized around discipline-based departments. Consequently, the challenges inherent in creating the necessary administrative, research, teaching, partner-ship, and funding structures can be significant. Based on a workshop in September 2013 that brought together many members of the community inter-ested in fostering convergence, this report identifies common challenges and explores lessons learned from efforts to date.
CONVERGENCE TO DATE
The goal of merging expertise is not new, and there are myriad examples in which researchers from multiple disciplines have worked together to solve problems. This “interdisciplinary” approach has been a common feature of industrial research labo-ratories since the 1920s. An array of reports from the National Research Council (NRC) has examined
NEW BIOFUELS, 3-D PRINTING OF HUMAN TISSUES, and more precise drug delivery systems are just a few examples of innovations that combine insights and approaches from the life and health sciences with those from the physical, mathematical, and computational sciences and engineering. This report focuses on the need for “convergence”—an approach to problem solving that integrates the knowledge, tools, and ways of thinking from multiple scientific disciplines, including economic, social, and behavioral sciences. “Convergent” research could lead to many more breakthroughs that improve lives and strengthen the economy, but cultural and institutional barriers hamper its development. This report examines lessons learned from an analysis of approaches for fostering convergence in different types of research institutions. The report calls for sustained national coordination to build the infrastructure needed to solve problems that transcend traditional disciplinary boundaries.
1 Throughout the report, the term “physical sciences” is commonly used as shorthand to include fields such as physics, chemistry, materials science, and the mathematical and computa-tional sciences.
Stakeholders across the research enterprise will need to think strategically about the policies that support such efforts and how to implement and sustain them. For example, how can students be trained to work on challenges that cross disciplinary boundaries? How can recruitment take place across department and college lines? How can faculty members engaged in convergent research be properly evaluated if promotion and tenure is obtained through a primary departmental affiliation?
Fortunately, the toolkit to foster conver-gence can be informed by the base of existing literature on establishing interdisciplinary cultures, supporting team-based science, and revising science, technology, engineering, and mathematics (STEM) education and training. It can also be informed by examples drawn from industry, which has a tradition of integrating expertise to tackle complex challenges.
STRATEGIES FOR FACILITATING CONVERGENCE
If the United States wishes to capture the momentum generated by convergence and foster its further development, the committee recom-mends a set of actions that involved parties could take to achieve desired outcomes (see Table 1). The report identifies strategies and practices used by institutions to facilitate convergence endeavors (see Box 2), such as designing educational modules,
opportunities enabled by science that occur at the intersections of disciplines.
The key message of convergence, however, is that merging ideas, approaches, and tech-nologies from widely diverse fields of knowl-edge at a high level of integration is one crucial strategy for solving complex problems and addressing complex intellectual questions underlying emerging disciplines and new technologies (see Box 1). For example, the combination of genetics, chemistry, optics, and bioinformatics produced genomics. Of necessity, convergence requires an open and inclusive culture, and for practitioners to become conversant across disciplines and common set of concepts and metrics and understanding of goals.
Several U.S. academic institutions already have set up programs to support convergent research. Convergence is also embedded in innovative govern-ment programs. The Department of Energy’s Advanced Research Projects Agency – Energy (ARPA-E), which was authorized under the 2007 America COMPETES Act and established in 2009 has had several successful research efforts during its short history. One such project bridges the fields of synthetic biology, microbiology, and chemistry to develop electrofuels, a potentially more efficient type of renewable fuel produced by microbes from electricity and feedstocks such as carbon dioxide and hydrogen.
BARRIERS TO IMPLEMENTING CONVERGENCE
Many institutions are interested in how they can better facilitate convergent research. Even with the presence of institutional models for convergent research, cultural and institutional roadblocks can slow the creation of self-sustaining ecosystems of convergence. Institutions often have little guidance on how to establish effective programs, what challenges they might encounter, and what strate-gies other organizations have used to solve the problems that arise.
Box 1. Why convergence? Applying 3d printing to biomedical uses
Applying 3D printing to the creation of functional, living tissue requires integrating knowledge from life sciences on how to sustain the viability of cells throughout the printing process, from material science on biocompat-ible scaffolding to support the cells, and from electrical and mechanical engineering to design and construct the device. Academic, industrial, clinical, and regulatory partnerships are required to transition printed tissues from the laboratory to health system use. Addressing this research frontier by bringing together multiple fields has led to progress that no single discipline could have achieved alone.
Convergence-led advances in 3-D printing have allowed scientists to generate layers of different cell types to replicate the structure and function of human liver tissue. This cross-section of bioprinted human liver tissue shows hepatocytes (shown as blue nuclei), endothelial cells (red), and hepatic stellate cells (green). SOURCE: Courtesy of Organovo
Actors Actions Desired Outcomes
National vision-setting body
� Foster coordination on convergence
� Build public and professional awareness of convergence as a catalyst of new scientific and technical knowledge and applications
� Accelerated innovation and economic growth
� A national infrastructure that can solve emerging problems which transcend traditional boundaries
Funder of science and technology innovation
� Identify problems that would benefit from convergence approaches
� Address barriers to effective convergence, both within and across institutions
� Expanded mechanisms for funding convergent research
� Collaborative proposal review across funding organizations when needed
Academic leader � Address barriers to effective convergence partnerships, both within and across institutions
� Develop policies, practices, and guidelines to support and evaluate convergent and disciplinary research equally
� Utilize the expertise of economic, social, and behavioral sciences, as well as program management and strategic planning fields when planning an initiative
� Recruitment practices, cost-recovery models, and research support policies that facilitate convergence, including catalytic seed funding
� Promotion and tenure policies that recognize the importance of convergence and have unique evaluation criteria for those faculty
� Evidence-based practices for facilitating convergence effectively
� More convergence efforts, partnerships, synergies, and collaborations, particularly at small universities and institutions that serve traditionally underrepresented groups
Government laboratory
� Develop partnerships, synergies and collaborations with colleagues across institutions and from a wide range of fields
� Facilitate efficient transfer of technologies derived from convergence research
� Evidence-based practices for facilitating convergence effectively
� New products and services derived from convergent research
Industry, medical, or regulatory stakeholder
� Address barriers to effective convergence partnerships across institutions
� Facilitate efficient transfer of technologies derived from convergence research
� Expanded mechanisms for funding convergent research
� New products and services derived from convergent research
Table 1. Summary of Recommendations
Box 2. Strategies and practices used by institutions to facilitate convergence endeavors
• Organizing around a common theme, problem,or scientific challenge;
• Implementing management structures tailoredto the challenges to convergence in eachinstitution;
• Fostering opportunities to interact formally andinformally;
• Changing existing faculty structures and rewardsystems;
• Working with and across existing departments;
• Embedding support for convergence in thepromotion and tenure process;
• Designing facilities and workspaces forconvergent research;
• Designing education and training programs thatfoster convergence;
• Establishing partnership arrangements acrossinstitutions; and
• Exploring sources of funding within and beyondgovernment agencies.
Permission granted to reproduce this document in its entirety with no additions or alterations. Permission for images/figures must be obtained from their original source.
© 2014 The National Academy of Sciences
Committee on Key Challenge Areas for Convergence and Health: Joseph M. DeSimone (Chair), University of North Carolina, Chapel Hill, and North Carolina State University, Raleigh; Timothy Galitski, EMD Millipore Corporation and Institute for Systems Biology, Danvers, MA; James M. Gentile, Hope College, Holland, Michigan; Sharon C. Glotzer, University of Michigan, Ann Arbor; Susan J. Hockfield, Massachusetts Institute of Technology; Julie Thompson Klein, Wayne State University, Detroit; Cato T. Laurencin, University of Connecticut, Farmington; Cherry A. Murray, Harvard University; Monica Olvera de la Cruz, Northwestern University; Nicholas A. Peppas, University of Texas, Austin; Lynne J. Regan, Yale University; J. David Roessner, SRI International, Redwood City, CA; Katherine Bowman (Study Director and Senior Program Officer), Carl G. Anderson (Program Associate), Laurence Yeung (Christine Mirzayan Fellow), Joseph Alper (Consulting Science Writer), National Research Council.
The National Academies appointed the above committee of experts to address the specific task requested by the Raymond and Beverley Sackler Science Fund of the National Academy of Sciences, Burroughs Wellcome Fund, Kavli Foundation, Research Corporation for Science Advancement, the National Science Foundation, National Institutes of Health, William R. Kenan, Jr. Institute for Engineering, Technology & Science of North Carolina State University, Frank Hawkins Kenan Institute of Private Enterprise of the University of North Carolina at Chapel Hill, and Connecticut Institute for Clinical and Translational Science at the University of Connecticut. The members volunteered their time for this activity; their report is peer-reviewed and the final product signed off by both the committee members and the National Academies. This report brief was prepared by the National Research Council based on the committee’s report.
For more information, contact the Board on Life Sciences at (202) 334-2638 or visit http://dels.nas.edu/bls. Copies of Convergence: Facilitating Transdisciplinary Integration of Life Sciences, Physical Sciences, Engineering, and Beyond are available from the National Academies Press, 500 Fifth Street, NW, Washington, D.C. 20001; (800) 624-6242; www.nap.edu.
Locate additional information, including related reports, at http://dels.nas.edu/bls Read, purchase, or download a free PDF of this report at http://www.nap.edu
hiring faculty in transdisciplinary clusters, and establishing new research institutes. The report also provides examples of relatively simple and low cost practices to consider as first steps in fostering convergence, such hosting social events to discuss convergent research.
Because institutions range widely in character-istics such as missions, sizes, and available budgets, no single template can be followed in establishing convergence efforts. However, essential cultural and structural elements in successful convergence ecosystems include:
¾ People: A commitment to supporting conver-gence from all levels of leadership is key, as is the involvement of students, faculty members and staff, department chairs, and deans.
¾ Organization: Inclusive governance systems, a goal-oriented vision, effective program manage-ment, stable support for core facilities, and flexible or catalytic funding sources are all critical to organizations seeking to build a sustainable convergence ecosystem.
¾ Culture: The culture needed to support convergence, as with other types of collaborative research, is one that is inclusive, supports mutual
respect across disciplines, encourages opportuni-ties to share knowledge, and fosters scientists’ ability to be conversant across disciplines
¾ Ecosystem: The overall ecosystem of conver-gence involves dynamic interactions with multiple partners within and across institutions, and thus requires strategies to address the technical and logistical partnership agreements required.
NATIONAL COORDINATION IS NEEDED
The scientific opportunities enabled by convergence will make fundamental contributions in our drive to provide creative solutions to the most difficult problems facing us as a society. To move beyond the patchwork of current efforts, national coordination on convergence is needed. A national focus would accomplish several goals. It would catalyze stake-holders to identify emerging topics at the frontiers of science where convergence will be critical to achieving new insights and would engage the vibrant community of institutional leaders and interested researchers, both younger and senior, who are already undertaking convergence. Community input on the investment priorities in research, education, and infrastructure will help maximize the benefits of convergence to society.
Appendix I
Preeminence Criteria
10
SYSTEM SUMMARY
OF UNIVERSITY WORK PLANS 2015
STATE UNIVERSITY SYSTEM of FLORIDA Board of Governors
9/08/2015
Preeminence Research University (2015 Evaluation)
CRITERIA MEASURE SOURCE YEAR BENCHMARK UF FSUUSF
TAMPAUCF FIU FAU
AAverage GPA and SAT Score for incoming freshman in Fall semester
Boardof Governors Fall 2014
4.0 GPA1800 SAT
4.351919
4.01855
4.01770
3.91849
3.91675
3.81615
B National Public University Ranking See footnotes variousTop 50in 2 or more publications
10 5 3 1 1 0
CFreshman Retention Rate (Full-time, FTIC)
I.P.E.D.S. 2013-14 > 90% 96% 92% 89% 88% 84% 75%
D6-year Graduation Rate(Full-time, FTIC)
I.P.E.D.S. 2008-14 > 70% 88% 79% 67% 70% 54% 46%
E National Academy MembershipsTop American
Research Universities
2012 6 24 7 3 1 1 2
FTotal Annual Research Expenditures(Science & Engineering only)
NationalScience
Foundation2013-14 > $200 M $652 $231 $437 $143 $107 $22
GTotal Annual Research Expendituresin Diversified Non-Medical Sciences (Science & Engineering only)
NationalScience
Foundation2013-14 > $150 M $480 $226 $238 $132 $100 $16
H
National Ranking in Research Expenditures in at least 5 STEM disciplines as reported by NSF (includes public & private institutions)
NationalScience
Foundation2012-13
5 inTop 100
8 7 7 3 2 0
IPatents Awarded (over 3 year period)
USPatentOffice
2012-14 > 100 263 108 292 198 6 15
JDoctoral Degrees Awarded Annually(Does not include Professional degrees)
Boardof Governors 2013-14 > 400 796 410 330 266 159 106
K Number of Post-Doctoral AppointeesTop American
Research Universities
Fall 2011 > 200 625 218 304 65 51 10
L Endowment Size ($M) Boardof Governors 2013-14 >$500 M $1,520 $625 $417 $155 $177 $209
12 12 6 2 0 0NUMBER OF CRITERIA MET: