Kelvin K. Droegemeier Vice President for Research University of - - PowerPoint PPT Presentation

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

• f 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

• rganizations

 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-award services 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 Sustain Programs Personnel Management National Research Priorities Developing Strategic Research Areas and/or Teams University Culture

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Critical Thinking Strategic Planning Ability to Gain Credibility in Eyes

• f Faculty

Ability to Influence Stakeholders (E.G., President, Fellow Deans, Trusts, Etc.) Leadership

0% 10% 20% 30% 40% 50% 60% 70% Burdensome Federal Compliance Regulations Faculty Who are Insufficiently Bold and 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 the Scholarly Enterprise Seeing Society Benefit through the University's Research Efforts Building Infrastructure for Future Research Helping Faculty Achieve Their Goals

0% 10% 20% 30% 40% Private Industry Relations Philanthropy Foundation Relations Export Controls Commercialization of University Research 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