handbook-executive-leadership-of-research-development-pdf-v10

Principle 6. Invest in research infrastructure and systemsResearch infrastructure and management systems embrace a wide range ofresources, physical and human, as well as structures and processes. Capacitybuilding in research infrastructure and management systems has the primary goalof enabling researchers to do their research in the most efficient and effective waypossible. As the complexity of systems evolves and the management of competitionand collaboration increases, a new cadre of specialists in research managementis emerging supported by newly formed specialist professional associations. Theexecutive leader will need to make a point of taking early action to inject new life intothe research management staff by appointing outstanding people who have a sharpsense of purpose and an appreciation of the imperatives embedded in the vision.The investment in the quality of infrastructure should be a clear signal that theexecutive leader aims to match high expectations for research performance withworld class support. Researchers should be able to concentrate their energies oncore business supported by organisational structures and policies that help ratherthan hinder. Investment in these critical areas has an impact on almost everydimension of research activity, from the appointment of research assistants to thepurchase of equipment. It also adds an incentive to attract and retain world-classresearch teams, and helps keep those already on board.What it means in practiceRecruit outstanding professional research managersThe quality of research managers responsible for central administrative functionsis critical to achieving significant gains in research productivity, particularly in smallinstitutions. Executive leaders of research development should review best practiceinstitutions with an eye to the strategies used to build and sustain a strong base ofhighly effective staff. Some lessons from international best practice include: puttingtime and energy into inducting people with a different ethos; emphasising a highlevel of professionalisation of administration across all functions; and making anexceptional effort to train people for their new or changed roles.Strengthening research management across the university with high qualityappointments demonstrates confidence in the potential of professional managersto make a difference to achieving the long-term goals. This involves a widerange of activities, from access to research infrastructure, including connectivity,Focus 3 — Expanding research capacity61