Overcoming Challenges in University Research Administration
University at Buffalo's research administration underwent significant infrastructure changes over the years, facing challenges like short staffing, leadership changes, compliance issues, and the impact of Covid and the Great Resignation. Despite these difficulties, a new direction is being forged with a focus on supporting faculty needs and reducing burdens through strategic planning and restructuring efforts.
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SUNY, University at Buffalo Research Administration Infrastructure Change Mary Kraft, Director Post Award 1
Some background 2006 University at Buffalo merged Pre-award and Post Award Sponsored Research divisions changing from an environment of silos and specialty focused roles to more generalist positions The merger was difficult however there was significant staff input that identified positions and developed new processes Change management consultants and team building programs were used however there was an us/them mentality 2
As time goes on. Through the years few of the original two teams remain (six of about 40, three of them are current Directors, including myself) Difficult turns - Short staff (ever present- burn out job) - Change in leadership, again and again Compliance becomes even more of a significant challenge - Leadership not on the same page 3
Line in the sand. Covid The Great Resignation Challenge to be in top 25 Public Research Institution Flagship designation Tasked to double research expenditures in five years More new Leadership Charge to change the infrastructure to meet the challenges faculty needs and reduce burden 4
So here we are. Highly Centralized Sponsored Projects Unit that can t support Faculty needs Little if any Unit support and guidance Systems that create more burden and poor functionality We need a change again 5
Where do we go from here? We ve actually already started Associate Deans for Research (ADR), key Unit based research staff, and Sponsored Projects Services (SPS) leadership were deployed in Research Administration Steering Committee (RASC) Identified process at high level and best place for support (Unit or Central) Identified new positions, FTE needs, and reporting structure Centrally managed, locally deployed Work towards implementation 6
Still more to do and even a bigger challenge Implementation how do we change infrastructure and keep the work flowing? Hire, hire, hire; Train, train, train; Communicate, communicate, communicate Challenges: - State positions supporting Research activities - Keep people happy while changing most of what is happening around them buy in and support staff Expect the unexpected, remaining adaptable and adjust course as needed 7
What I wish. I wish we would have brought more staff into the discussions earlier I wish we had a more steady state with our current staff and not such an inexperienced group I wish we had more time and the push is not as strong to move this initiative forward so quickly I wish I could be more involved in the planning although heavily involved I wish for my team to end up in the very best place for them to thrive, develop, and be happy 8
Questions? Happy to try to answer them! 9
