kelvin k. droegemeier vice president for research university of … · 2016. 7. 31. · aplu...
TRANSCRIPT
APLU Council on Research Summer Meeting, 2016 New and Future VPR/VCR Workshop
Kelvin K. Droegemeier Vice President for Research
University of Oklahoma
Drs. Lori A. Snyder and Alicia Knoedler, University of Oklahoma
Dr. Carolyn Whitacre, The Ohio State University
Brett Litwiller and William Taylor, University of Oklahoma
Dr. Howard Gobstein, Christine Keller, Teri Lyn Hinds, Kacy Redd, and Nathalie Argueta, APLU
The Vice President/Vice Chancellor/Vice Provost for Research (hereafter VPR) is A key (though perhaps not well understood)
position in public and private research universities
Structured and deployed in a wide variety of ways with a wide variety of responsibilities
Facing many new challenges owing to problematic budgets, compliance requirements, and dramatic changes in the higher education landscape
No comprehensive survey had been conducted of VPRs/VCRs to understand
Administrative structures utilized and their strengths and weaknesses
Characteristics and experiences of individuals holding the position
Current roles and responsibilities of the position
New and emerging challenges, and skills needed to meet them
Strategies for effectively preparing the next generation, including possible roles for CRPGE and other APLU organizations
Article on survey results has been submitted to the peer reviewed Review of Higher Education
Your Institution (6) You (5) Your Professional Experience (8) The Structure of your Current Position (19) Training (5) Current State of the VPR/VCR Position (18) Succession Planning (3) Response rate = 50% Many more results and analyses than we
have time to show today!!
84% from Research Universities
51% Very high research activity (Now Highest Research/R1)
33% High research activity
97% from public universities
41% from land grant universities
White
Black or African American
Asian
Prefer not to Disclose
Female
Male
Prefer not to Disclose
Discipline of Degree 25% Engineering 24% Biomedical and Biomedical Sciences 22% Physical Sciences 5% Social Sciences 5% Psychology 5% Agriculture and related sciences
10 yrs ago
30 yrs ago 40 yrs ago
Mean: 1983
Std. Dev.: 7
N: 79
20 yrs ago
President/Chancellor
Vice President for
Academic Affairs/Provost
Vice Chancellor for
Research
Other
Graduate Dean
Mean: 10.2
Median: 8
Std. Dev.: 10.0
N: 78
Number reporting directly to VPR
76% 78% 80% 82% 84% 86% 88% 90% 92% 94% 96% 98%
Patenting/licensing
Research Center/Campus
External Funding
Inst. Animal Care & Use (IACUC)
Research development
Sponsored programs, pre-awardservices
Institutional Review Board
34% have purview over Health Campus/Organization
24% have purview over Veterinary Medicine Campus/Organization
57% have responsibility for a 501(c)3 non-profit research organization
63% have budget linked to indirect cost recovery
57% have role in funding retention packages, relative to other offices
Percentage funded by VPR
79% have a role in funding startup packages
Percentage of start-up funded by VPR
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%100%
Other
Linking Research with Philanthropy
Diversity Among Faculty and/or Students
Diversity of Fields of Research
Research with Non-Profit Foundations
Undergraduate Participation in Research
Applied Research Development
Research Interactions with Private Sector
External Funding from Federal Agencies
Multidisciplinary Research
0% 5% 10% 15% 20% 25% 30%
Leadership Outside of Academia
Involvement with Sponsored Research
Dean/Assoc. Dean
Service in Gov./Federal Organization
Research Experience
Department Chair/Head
Director/Assistant Director
0% 10% 20% 30% 40% 50% 60% 70% 80%
How to Develop and/or SustainPrograms
Personnel Management
National Research Priorities
Developing Strategic ResearchAreas and/or Teams
University Culture
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Critical Thinking
Strategic Planning
Ability to Gain Credibility in Eyesof Faculty
Ability to Influence Stakeholders(E.G., President, Fellow Deans,
Trusts, Etc.)
Leadership
0% 10% 20% 30% 40% 50% 60% 70%
Burdensome Federal ComplianceRegulations
Faculty Who are Insufficiently Boldand Unwilling to Take Risks
Too Many Activities for One Person
Insufficient External Funding
Insufficient Internal Funding
Decling Federal Budgets
0% 20% 40% 60% 80% 100%
Helping Create Jobs
Seeing Advances Made in theScholarly Enterprise
Seeing Society Benefit throughthe University's Research
Efforts
Building Infrastructure forFuture Research
Helping Faculty Achieve TheirGoals
0% 10% 20% 30% 40%
Private Industry Relations
Philanthropy
Foundation Relations
Export Controls
Commercialization of UniversityResearch
Economic Development
0% 10% 20% 30% 40% 50% 60% 70% 80%
Faculty Development
Research Collaboration
Compliance Burden
Relationships with Industry
Economic Development
Funding Issues
0% 5% 10% 15% 20% 25% 30% 35% 40%
Internal Relations (within University)
Strategic Planning
Working with Industry/Private Sector
Fostering Teamwork/Collaboration
Leadership/Management Skills
External Relations/Communication
0% 5% 10% 15% 20% 25% 30%
Increase Internal Support
Changes in F&A distribution
More Institutional Focus on Research
Report to President
Involvement in Strategic Decisions
More Funding
More Staffing
0% 5% 10% 15% 20% 25%
General Research Experience
Management of Large Entities
Experience in Office of VPR
Leadership/Mgmt./Comm. Training
Other Admin. Experience
Research Administration Experience
VPR gender and ethnic diversity are notably low Few institutions have plans for UG research Institutions with strategic plans for research tend to fare
better VPR duties, workload and future challenges suggest
difficulty attracting the next generation of leaders VPR succession planning appears to not be a priority within
institutions Considerable turnover (~50%) may occur in VPR positions
during the next 1-3 years. Current VPRs appear to view their successors as having
career paths similar to their own, perhaps leading to blindness to those in non-traditional pathways
For VPRs: Provide professional development for those who
might wish to become VPRs
For Aspiring VPRS: Speak with your VPR about your ambitions and
her/his view of possible professional development activities
Point your VPR to this survey and the journal article Seek to become a strategic player at your institution Read materials that are relevant to VPR activities Make yourself known to search firms