Issues in research management and administration
Issues in Research Management and Administration is a new series of Occasional Papers published from summer 2004. Each paper is focused on a single topic of timely or enduring interest to research administrators and managers, including a number of articles considering different aspects of the topic and combining theoretical and practical input.
IRMA5 (September 2010) - a joint publication with Vitae
Hard Times? Building and Sustaining Research Capacity in UK Universities by Tristram Hooley, Ray Kent, Sara Williams, Chris Hale, Liz Oliver, Jane Thompson, Robin Mellors-Bourne & Robert A. Daley
This edition focuses on some of the most pressing issues for researchers and universities, in the context of building and sustaining research capacity. In particular, we aim to focus attention on the structural and management factors that underpin research capacity and to broaden the debate beyond the career behaviours and skills of individuals.
Access the page to download IRMA5 here (you will need to log in first in order to access this page).
IRMA4 (July 2007)
Managing Research Assessment: RAE 2008 and beyond
by Ian McCormick, Jen Shearer, Tony Weir, Denise Davidson, Rob Sykes, Cliff Studman, Brenden Mischewski and Jonathan Boston
Abstract:
The contributors to this issue of IRMA have been encouraged to provide a personal view of the managerial challenges now, but also to project forward and consider how this might change with future RAEs, given the context of a move to a metrics-based return. Following an introduction which provides a context and draws out common themes and questions on the research management issues raised in the main articles, the first article provides a personal retrospective on the Research Assessment Exercise (RAE) since 1992 which, in spite of the contemporary rhetoric, paints a picture of incrementalism, growing complexity and resource requirements rather than radical shifts. The second and third articles focus on the managerial issues in preparing for the RAE2008, providing specific central and faculty perspectives, and in so doing identifying a tension common to many corporate university activities, but distinct in the relative infrequency of the RAE and grass roots engagement. The fourth article looks forward to the challenges of managing future RAEs based on metrics, identifying Science, Technology, Engineering and Medicine (STEM) and non-STEM subject areas as a crucial distinction with specific challenges associated with each. There is an important recognition also of the requirements placed on the Funding Councils which reinforces the need to consider the scope of options available to key external stakeholders. The fifth and final article provides an overview of the thinking behind, and early outcomes of, the research assessment system in New Zealand. The New Zealanders were in a position to analyse national experiences before constructing their own system which has led to the choice of individual staff as the unit of assessment and the limited use of metrics.
Access the page to download IRMA4 here (you will need to log in in order to access this page).
IRMA3 (September 2006)
Joined-up thinking? The Research Office in the Twenty-First Century
by Ray Kent, Sarah Fulton, Lita Denny and Phil Clare
Abstract:
This paper begins with an introduction to different models of 'joined-up' research support within the UK Higher Education sector. It provides a context for, and summaries of, the three articles that follow, attempting to draw out examples of best practice. The first case study looks in detail at The University of Sheffield. Sheffield's research support model is based on a central Research Office that aims to provide a seamless service to academic staff. This centralised model lies at the opposite end of the spectrum to The University of Manchester, the subject of the second case study. Manchester, like Sheffield, is a member of the Russell Group of research-intensive universities and one of the UK's largest academic institutions; it has a highly devolved research management operation that supports a large number of dispersed academic units. The final case study explores a principally devolved model of support for research and knowledge transfer in a small, vocationally oriented institution - Bournemouth University. Bournemouth's Research Office has a dozen staff, each of whom wear multiple 'hats' in order to cover all stages in the research process from initial idea to commercialisation. In this respect, Bournemouth provides a good illustration of a move away from providing conventional pre- and post-award support, towards offering expertise in 'hard' technology transfer - a move strongly encouraged by successive governments. The case study institutions share common 'distractions', such as implementation of electronic research administration systems and Full Economic Costing, which have yet to bed down. This calls for visionary leadership and good communication with clients inside and outside the university. The models described here illustrate that research support is at its most successful when carefully tailored to the local situation. The current diversity of approaches, each of which may be effective in a particular context, appears to reflect a profession in good health.
Access the page to download IRMA3 here (you will need to log in in order to access this page).
IRMA2 (March 2005)
Great Expectations: Managing and Developing Contract Research Staff
by Ray Kent, Christian Carter, Wendy Stainton-Rogers, Steve Milsom, Chris Kynch and Steff Hazlehurst
Abstract:
The first section of this paper provides a brief history of the development of the contract research workforce in the UK, particularly in universities, introducing the Concordat, the Research Careers Initiative, the Framework Agreement on Fixed-term Work, and the implications of Full Economic Costing. These topics are taken up in the next three sections: the second provides a human resources perspective, examining a number of initiatives introduced at the University of Bristol to address employment issues for contract research staff, and how these initiatives have been received by researchers. The third section is a review of the implementation of a career development guidance pack for contract researchers, and plans for its future use, whilst the fourth section explores the viewpoint of contract research staff themselves on the way in which they are employed and necessary changes to current practice. The final section attempts to draw out some messages and ideas for research managers and administrators in relation to the future management and development of the research workforce, identifying potential training needs.
Access the page to download IRMA2 here (you will need to log in in order to access this page).
IRMA1 (June 2004)
Sustainability and Full Economic Costing: Policy and Implications
by John Wand, John Newton and Ian Carter
Abstract:
The first section of this paper explores the historical development of the dual support system and the logic behind the current drive for reform. The Government's approach is explained, and the initiatives to date are outlined. Some issues arising from the proposals are presented and the roles of government funders of research are examined. The second section details the recent work of the Joint Costing and Pricing Steering Group (JCPSG) in supporting the development of the TRAC methodology, and provides links to further information. The final section takes a detailed look at the implications for institutions as they implement TRAC and move towards the Full Economic Costing of research. Technical accounting issues are explained, and the arguably larger problem of managing cultural change is addressed. A number of tasks for institutions to address are outlined and questions posed. The magnitude of the task is revealed.
Access the page to download IRMA1 here (you will need to log in in order to access this page).
Please note: You will need Acrobat Reader version 5.0 or later to read IRMA. If you have an earlier version, get your upgrade from Adobe.
