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Interview by Josh Pahigian

As ɫ����Ƶ’s associate provost for Research and Scholarship, Karen Houseknecht, Ph.D., plays a crucial role in leading research efforts across the University’s campuses. She recently sat down with ɫ����Ƶ Magazine to reflect on ɫ����Ƶ’s recent research success, its internal and external partnerships, and its plans for continued research growth.

How has strategic planning contributed to ɫ����Ƶ’s research growth?

When I came into this role in 2018, it was at the time when President Herbert was initiating efforts to create the University’s new strategic plan. Historically, research had not been considered part of the core mission of ɫ����Ƶ as we had — and always will have — the teaching/education mission as part of our DNA. Coming into the role, my primary goal was to ensure that research and scholarship would be included as part of the new strategic plan. And it was not at all guaranteed that they would be. As research became Priority Three of ɫ����Ƶ’s strategic plan, it really empowered me to say, “Okay, what are the strategic investments we need to make to continue this momentum?” And now, I can point to that strategic plan and say, this is what the University wants to become, and our strategies are aligned.

Why is ɫ����Ƶ’s research evolution to biotechnology and biomanufacturing important?

The biotechnology and biomanufacturing piece is critical for several reasons. First, biotechnology and biomanufacturing are what we call applied sciences, and ɫ����Ƶ identifies as an “applied university.” We create new knowledge, but our primary focus is about solving problems, helping patients, impacting climate, impacting communities, and making real-world differences in countless other ways. Biotechnology and biomanufacturing are about taking basic science knowledge and creating a product — whether it’s a drug like insulin or a diagnostic test that’s helping to diagnose cancer or a biosensor to enable quality-control in a manufacturing process. We’re applying all the knowledge we have about biology and human disease and human medicine to make something that helps people.

Can you share a story of a successful research collaboration at ɫ����Ƶ?

ɫ����Ƶ and MaineHealth have been collaborating on research for at least 15 years. From investigator-initiated National Institutes of Health-funded research collaborations to sharing expertise, resources, and leadership oversight of the Center of Biomedical Research Excellence (COBRE) programs at ɫ����Ƶ and MaineHealth, to inclusion of ɫ����Ƶ faculty in the NIH-funded Northern New England Clinical Translational Research Center led by MaineHealth and the University of Vermont, there is a strong research connection between our institutions. From a research point of view, we’re very closely aligned.

This relationship extends beyond our research enterprise, including a leadership committee that meets to work on strategic alliances representing research, medical education, interprofessional education, clinical placements, and so on. Lately, we’ve been discussing, more and more, research collaborations on the graduate education side. And they love having ɫ����Ƶ medical students working in their research laboratories.

Why is ɫ����Ƶ’s two NIH-funded research center status significant in Maine?

First, what a tremendous accomplishment for ɫ����Ƶ to have two NIH COBRE grants! It speaks to the excellence of the science and scientific leadership of ɫ����Ƶ faculty as well as the strong institutional commitment to research. All of our researchers are also teachers — this fact alone speaks to the strength of their commitment to research. Also, COBRE grants require extensive institutional commitment in terms of resources, such as matching funds and research space. This level of research excellence and institutional commitment, recognized by the NIH, translates into ɫ����Ƶ’s research enterprise being taken more seriously by outside entities. Not only are we gaining extramural funding, but we’re also building a reputation that we’re a good partner. And one of my biggest goals is to be a good strategic partner. That may sound obvious, but lots of times potential partners come to the table and it’s like, “what can you do for me?” To have a real partnership, it has to be a two-way street. And I think one of the many reasons MaineHealth has been such a great partner is that we’re not direct competitors. And we’re always asking, “How can we help each other?” How do we both win?” It sounds obvious. But it doesn’t always work that way.

What could the future hold for research at ɫ����Ƶ?

We are at the beginning of a new wave of strategic growth at ɫ����Ƶ, and we are making smart, intentional, strategic investments. We’ve talked about biotechnology and biomedical research, but biotechnology extends to some of the work being done in other spaces at ɫ����Ƶ, like the life sciences, marine, and aquaculture research spaces — a much broader umbrella of research focus than we are pursuing currently. Another important area for ɫ����Ƶ is public health. We have a vibrant Center for Excellence in Public Health, and I believe we have an opportunity to grow our research portfolio there. As ɫ����Ƶ grows marine and environmental programs, business programs, and computer science and data analytics programs, with a focus on innovation, the work we’re doing is going to provide a springboard for other applied areas of research and scholarship — whether it’s in the research space, workforce development, innovation, or intellectual property. This is a very exciting time to be at ɫ����Ƶ!