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Find out two practices to use in faculty grant writing trainings to produce the best learning outcomes and strengthen grant submissions.
While early-career faculty often work under clear expectations, are protected from service obligations, and have multiple supports, faculty later on in their careers face many potential stall points. Our insight outlines four tactics to help university research leaders provide post-tenure support and professional development opportunities to faculty.
Research offices today must address unpredictable funding shifts, complex regulations, and increased competition from other schools for grant funding. These challenges expand and diversify the scope of a research office’s work. To tackle these diverse challenges and improve university research functionality, leaders often look to optimize the organizational structure of their office. A smart organizational structure will help offices streamline processes, improve communication, and designate activity ownership.
Unstable internal and external funding, decreasing award success rates, and increasing regulatory compliance have created an environment where researchers are submitting more (and more complex) proposals than ever, collectively increasing the administrative workload. This series explores best practices for streamlining administrative processes, building (and retaining) faculty-focused administrative support services, increasing proposal success rates, and tackling compliance issues.
Research laboratory design can lead to wasted resources and hindered progress toward research goals. Bust three design myths to avoid such consequences.
With the budgets of the largest federal funders (HHS, NSF, etc.) remaining stagnant or decreasing, faculty researchers need more guidance than ever on how to develop relationships with new funders, complete unfamiliar proposal processes, and align research with new funder goals.To support faculty in overcoming funding challenges, colleges and universities should help faculty pursue funding from mission-driven federal agencies and develop faculty-industry partnerships.
Research ramp-up plans include exhaustive detail on how researchers can keep themselves and their colleagues safe as they return to their labs. But these plans can be daunting, sometimes providing too much detail and burying the most important information that individual PIs need to know. To help institutions craft more actionable ramp-up plans—and ensure they have taken the appropriate steps to safeguard researcher well-being—we have outlined the minimum health and safety measures they should enact for individual researchers.
The drumbeat of US vs. China sentiment in Washington DC has grown stronger, giving way to new policies and positions that will negatively impact US research universities. Some of these dustups make national news, but given the whirlwind of information related to COVID, it is easy to lose track of what is happening on a global scale. This write up summarizes stories relevant to university research leaders monitoring how the federal government is responding to foreign interference and global research partnerships.
Faculty can be an institution’s most valuable communications asset, but most schools report that less than 25% of faculty speak with the media at least twice per year. To better engage faculty in communications, Duke University has developed an immersive, interactive training program. The training helps researchers become more confident in speaking with the media and can be particularly useful for helping young faculty avoid common pitfalls and becoming discouraged.
As federal research funding growth stagnates, universities need to appeal to a broader set of stakeholders for support. Discover new strategies to communicate the value of research to non-academic audiences who have different research interests, priorities, and levels of understanding.
