Presentation on theme: "Professionalization of the Sponsored Programs Office Susan (Sedwick) Linehan, PhD, CRA Consulting Associate, Attain, LLC Courtney Frazier Swaney, MPA,"— Presentation transcript:
Professionalization of the Sponsored Programs Office Susan (Sedwick) Linehan, PhD, CRA Consulting Associate, Attain, LLC Courtney Frazier Swaney, MPA, CRA Associate Director, Office of Sponsored Projects, The University of Texas at Austin
Learning Objectives Recognize the need that organizational structures must sometimes evolve to flourish Consider the criteria that could be used for a career ladder program and how CRA credentialing can be used for that purpose Understand the importance of professional development in the strength of a research administration unit
History of Research Administration 1958 – National Council of University Research Administrators (NCURA) founded 1967 – Society of Research Administrators International (SRA) founded 1979 – Council on Governmental Relations (COGR ) incorporated 1986 – Federal Demonstration Partnership (FDP) began as the Florida Demonstration Project 1993 – First Certified Research Administrator exam conducted
Characteristics of Professions Regulated by statute or code Body of knowledge Examination Licensure/Certification overseen by a professional entity Requirement for continuing education Code of ethics/conduct Service orientation
State of the Profession Transparency and Accountability: Can we do both? Financial constraints Administrative burdens Succession planning Uniform Guidance represents a major change Recruitment, development and retention of research administration professionals Efficiencied to death!
Administrative Requirements Expanded/Added Since 1991 Uniform Guidance COGR List o Over 50 new regulations; o 12 interpretation/implementation changes; and o 12 proposed rules/changes www.cogr.edu/docs/COGRAAUTroublesomeClausesReport. pdf
Stress Perceptions Study Perceived level of stress – 41.3% reported as high and 16.2% reported as extremely high 66% reported having inadequate resources to complete their job in a 40 hour week 70% reported competing demands between work and home Almost 50% reported exercising 20 minutes or more on less than 3 days per week ¹Shambrook, J. & Brawman-Mintzer, O. (2007). Results from the 2007 Research Administrator Stress Perception Survey (RASPerS). Research Management Review. NCURA. Vol. 15. No. 2, pp. 41-52.
2010 Update of RASPerS 90% report their jobs have become more demanding over the past few years (extremely high stress ratings increased from 16 to 23 percent) 40 hour work week is still elusive Percentage who were struggling to balance home and work life increased from 45% to 57% Percentage who worked while sick increased from 39% to 65% ²Shambrook, J. & Sharma, B. (2011). Comparison of the 2007 and 2010 Research Administrator Stress Perception Survey. SRA Annual Meeting. Montreal, CA.
On the positive side….. Respondents reporting positive feelings of appreciation and respect in the workplace increased (highly appreciated increased from 3 to 14 percent)² Key motivators for remaining in the profession¹ o Challenge o Variety of tasks o Working with intelligent colleagues o Job security o Feeling a sense of purpose
How did you learn to be a research administrator?
Experience is a hard teacher because she gives the test first, the lesson afterward. Vernon Saunders Law Cy Young Award Winner
The basic task of leadership is to increase the standard of living and the quality of life for all stakeholders. Stephen R. Covey The 7 Habits of Highly Effective People
Organizations Must Evolve
What’s Dangerous is not to evolve. Jeff Bezos
Succession Planning Best Practices Organizations use succession planning to develop and maintain strong leadership and to ensure that they address all the competencies required for today’s and tomorrow’s work environment. Ibarra, Patrick (2005), “Succession Planning: An Idea Whose Time has Come”, Public Management, January/February, pp. 18- 24.
Benefits of Succession Planning Essential business strategy Decreases recruitment and orientation costs and minimizing time-to-fil for vacancies Benefit of providing systematic development of new emerging leadership competencies called for by technological and cultural changes Promotes continual development of the leadership potential in rank and file Identifies opportunities for growth and establishes a culture of promoting within Bolton, Julia, Roy, Wendy: Succession Planning: Securing the Future (2004): JONA: The Journal of Nursing Administration: Issue 34(12), December; p. 589-593
Components of a Succession Plan Identifies and prepares internal candidates to qualify for anticipated vacancies in key positions o can also include positions that require more specialized knowledge and experience Identify key positions and requisite qualifications Selecting potential internal candidates Target development and tracking those candidates Select a successor Ensuring commitment of resources Must be formalized and incorporated into HR management policies and procedures Bolton, Julia, Roy, Wendy: Succession Planning: Securing the Future (2004): JONA: The Journal of Nursing Administration: Issue 34(12), December; p. 589-593
Unfortunately, most organizations wait too long to conduct forward thinking succession planning, waiting until there are obvious problems or important talent has exited their companies. Guinn, Stephen L, (2000), “Succession Planning without Job Titles”, Career Development International, Vol 5 Iss 7, pp.390-393
Creating a Career Ladder “Growing your own leaders sends a positive message throughout your workforce. Promoting people within is good for morale and essential to a positive organizational culture.”(Ibarra) Things to consider: Money – is there enough to fund every year? Career paths – Ladder or Lattice? Performance – don’t let your career ladder run on autopilot. Make performance count! Ibarra, Patrick (2005), “Succession Planning: An Idea Whose Time has Come”, Public Management, January/February, pp. 18-24.
Career Ladder Using CRA Grants and Contract Specialist (Job Code 9159) Proposed Pay Increase (whichever is highest) - Current annual starting pay for or - $3,000/increase to base Sr. Grants and Contract Specialist (Job Code 9157) Proposed Pay Increase (whichever is highest) - Current annual starting pay or - $3,000/increase to base Sr. Grants and Contract Specialist (Job Code 9157) Proposed Pay Increase - $3,000/increase to base Criteria for auto advancement consideration: 3yrs in the job code overall performance eval better than satisfactory for prior two evaluation periods obtained CRA certification If 5 yrs service are obtained in the job code, all other qualifying requirements above continue to be met and the individual has not received auto advancement in the prior two fiscal years, promote to Sr. Grants and Contracts Specialist at the Proposed Pay Increase listed for that job code. Criteria for auto advancement consideration: 3yrs in the job code overall performance eval better than satisfactory for prior two evaluation periods obtained CRA certification (if not previously held before entering job code) Criteria for auto advancement consideration: 6yrs in the job code overall performance eval better than satisfactory for prior two evaluation periods - have demonstrated over past two yrs an increased responsibility including participation in programming initiatives as a lead or primary business support person, participate in a lead role for parts of the annual financial report production, etc. have not received auto advancement in the prior two fiscal years
Professional Development Current knowledge an abilities may be insufficient to deal with the changing culture and economic times Skills to be prepared in: o Deal with diversity issues o Aging work forces o Large-scale disasters o Ethical dilemmas New competencies must be defined and developed Bolton, Julia, Roy, Wendy: Succession Planning: Securing the Future (2004): JONA: The Journal of Nursing Administration: Issue 34(12), December; p. 589-593
Mentoring and Professional Development Empower staff to think for themselves Don’t always solve the problem; foster creative problem solving by asking, “What do you think you should do?” Finding the delicate balance between building confidence/competence and knowing when to seek guidance can be tricky
NCURA Offerings Fundamentals of Research Administration Sponsored Projects Administration II Departmental Research Administration Specialized workshops Annual and Regional Meeting NCURA TV/Webinars/ Podcosts Publications NCURA YouTube Tuesdays
Institution-specific Training Handbooks Online modules Workshops Critical topics @UT Austin o CRA Mentoring Program o Research Administrator Network (RAN)
Strengths Based Leadership¹ Strengths Based Leadership¹ Followers’ Four Basic Needs 1.Trust 2.Compassion 3.Hope 4.Stability ¹Rath, T. & Conchie, B (2008). Strengths, Based Leadership: Great Leaders, Teams and Why People Follow. Gallup Press: New York.
There is no limit to what a group can do if the individuals don't care who gets the credit. Austin Murphy Sports Columnist
Questions? Susan (Sedwick) Linehan email@example.com Courtney Swaney firstname.lastname@example.org, CRA