The SRA Symposium - College of Medicine

Papers
• Dramatic Growth in Research Volume
The University of Michigan’s research volume in fiscal year 1994 was $386 million and is projected
to be $804 million in fiscal year 2005. This dramatic growth placed an increasing burden on central
level administrators and led to the increase of unit level staff. As the research funding levels
grew, workloads grew, as did individual frustrations.
• Technological Changes
The University of Michigan has seen significant changes in the use of technology and software
in managing research and other institutional administrative functions. The Internet, a multi-tier
remote computing application database (Peoplesoft), and electronic grant submissions all have
affected day-to-day grant management. These changes have necessitated the distribution of many
central research administration functions to the unit level. This decentralization created a significant
need for training and communication among unit level administrators.
• Regulatory and Compliance Environment
From A21 to human subjects to export controls, the environment of sponsored research regulation
has changed dramatically in the last decade. The government’s improved ability to track compliance
(enhanced by its own use of improved technology) and the addition of new regulatory/compliance
requirements has greatly impacted research administration. Research administrators at
all levels need to be more educated about a wider variety of regulations and act as educators and
enforcers of those requirements close to where the research is being performed.
• Decentralized Operating Environment
The University of Michigan has a fairly decentralized operating environment for research administration.
At the unit level over 800 staff are involved in the day-to-day administration of research.
According to Jim Randolph, the Senior Associate Director of the Division for Research Development
and Administration (DRDA), the University’s philosophy for research administration is “to
surround the principal investigators with well-trained unit level administrators who manage the
administrative details and allow the investigator to focus on the science.” The central offices: Office
of the Vice President for Research (OVPR); Division for Research Development and Administration
(DRDA); and Financial Operations, Sponsored Programs Office (SPO) are the focal points for
sponsored projects administration.
The Impact of Change
These changes created a critical need for education, training, and a professional community in
research administration at the University of Michigan. Due to the growth of research, many people
without grant management experience became involved in research administration. They required
education and training to effectively assume their new roles.
The University of Michigan’s Response
Senior leadership in OVPR, DRDA, Financial Operations, and several units across campus recognized
the impact of the change and decided to take action. They embarked on an integrated strategy
to improve the research administration environment at the University of Michigan. This strategy
was comprised of four components: 1) creating education and training programs; 2) building a
sense of community among research administrators; 3) creating cross functional problem solving
teams to build a more collaborative environment; and 4) developing programs for recognition to
foster professional identity.
62 2005 Symposium Proceedings Book