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What are the basic skills of Research Managers and Administrators and how to acquire them? A tour d’ horizont based on the discussion lead at the EARMA – European Association of Research Managers - meeting in Barcelona on 25-28 June 2008

Author: Dr. Andrea Degen, www.eurelations.com

The job profile of a research manager and administrator (RM) seems to be an obstacle - or at least very difficult to describe. “Shaping the profession” was the title of the 14th Annual EARMA conference which attracted more than two hundred colleagues from all over the world.

In several workshops, experienced individuals, such as NCPs (National Contact Points) for the European Framework Programme FP7 as well as project managers from major research organisations and companies, and even administrators of huge national R&D initiatives, had stimulating debates. There were some rather vague statements, like Kathleen Larmett, Executive Director of NCURA (National Council of University Research Administrators) said: “Research Management is an art!”. Gudrun Paulsdottir presented the European Association for International Education EAIE, which provides professional development to research managers and intends to act as a pool of knowledge. The Chairman of the Board of the International Project Management Association IPMA, Dr. Brane Semolic, explained about the improvement of the project outcomes by a well structured management, and he motivated research administrators to get trained and apply for IPMA roles as a golden standard.

In the workshop about “the Role of Research Managers in Enabling Complex and Strategic Research Programme Funding Applications” a summary of basic skills of RMs was presented when describing the services to researchers wishing to submit a successful research proposal. Dr. Denise Wallen, University of New Mexico (USA) and NCURA, David Mayo, California Institute of Technology (USA) and NCURA, and Ana-Cruz Garcia, Instituto de Biomecánica de Valencia (Spain), assembled a sort of step-by-step approach in enabling complex funding applications. According to their speeches a RM first screens for the right funding programme suitable to R&D activities of the stakeholders. The pre-defined project ideas must be according to the R&D strategies of the funding agencies. Therefore, the knowledge how to get access to information, its management is of great importance and needs organisational skills. Some scientific knowledge in a certain field(s) can facilitate to provide the most helpful strategic advices. The information has to be promoted to the scientific community, which is very often of international character and hesitates to take the burden of acquiring funds for research. Thus, written and spoken communication skills, preferably in several languages, and enthusiasm must be available. External relations with funding organisations as well as with potential partners will help to reach the best and successful research proposal. Therefore, diplomacy is an additional skill RMs must have. Knowledge in project management is important to help RMs to structure the applications well. Clear deadlines, responsibilities, decision making and commitments of participants are needed in good projects. Therefore, the power of observation of complex systems and leadership are needed to break the barriers and to implement good practice and well defined processes. Last but not least, basic legal knowledge to help to negotiate contracts and agreements, and to deal with IPR, as well as financial knowledge to help to draw out the budget and give helpful advice about the cost categories and financial administration of the projects, are part of the required basic skills.

A research manager has worked successfully when the project reports are in place, the finances not exceeded, new products, processes and services developed as well as the results disseminated and most importantly, all partners are “still friends” willing to go for the next project. However, there exists neither established comprehensive post-graduate courses in Europe, in which scientists are trained in the art of managing, nor discussion, in which the definition of the profession of a RM is settled. Basic skills are usually acquired by participating to diverse courses in project management, fundraising and financial administration followed by a permanent learning process to tackle the multiple challenges of R&D Management. Most often these courses are set up by private institutions/companies but held at universities. Furthermore, there are more debates going on in Europe about new jobs related to science and innovation e.g. the Technology Manager and the Knowledge Officers.

It was also discussed that the talents of an individual RM are diverse and they must have a strong character to be respected by the researchers. I can confirm this: Networking by having a glass of wine or beer with the RMs in Barcelona manifested the many interesting and skilled people with diverse knowledge backgrounds doing this job. I warmly recommend the Annual Meetings of EARMA to all Swiss RMs. We might use it as a platform for permanent learning and know-how exchange, but also as an information pool about funding instruments and for the great networking. Unfortunately, the EARMA board is suffering from a leadership crisis (which could, as we know, also happen at a national level). This only became evident by some email messages from EARMA board members after returning from the meeting. For the growing community of research managers not only a clear job profile and quality control is of importance, but also independent, non-profit professional associations such as EARMA (and SARMA at a national level), dedicated to defend the interest of RMs and offer permanent education and exchange would be an added value!


Right to the left: Dr. Paul Craven (EARMA General Secretary), William Cullerne Brown (Founder & Publisher of Research Europe), Wiktor Kurzeja (EARMA President)	The historical Magna Room of University of Barcelona where the meeting was held

International Associations of Research Managers and their Education:

European Association of Research Managers www.earma.org
National Council of University Research Administrators www.ncura.edu
European Industrial Research Managers www.eirma.org
International Association of Project Management in Switzerland: www.ipma.ch
European Association for International Education: www.eaie.org

SARMA-Stammtisch with Dr. Ingrid Kissling-Näf

Thursday, July 3rd 2008 about 25 interested SARMA-members and guests met at the Restaurant TimeOut in Zurich for the “SARMA Stammtisch”. Dr. Ingrid Kissling-Näf, Head of CTI, The Innovation Promotion Agency, presented her interesting CV from her studies in theology and economics at University of Fribourg and a Master in Public Administration in Lausanne, her PhD at University of St. Gallen and her appointment as professor for resource-economy at ETHZ, her position as secretary general of SCNAT and finally as head of CTI in Berne.
One of the main questions raised was: Can you plan this type of career? Most probably not. But you can’t leave it to faith. In this point all participants agreed. Young scientists have to be active and flexible to react on different (unexpected) occasions and chances. Potential research managers have to know research and management by own experience to be able to speak both languages and to act as intermediates between these two quite different worlds.
In this respect SARMA’s Swiss Research Manager Development Initiative seems to be the right answer: Young potential research managers have to be identified in an early stage, they have to be assessed regarding their personal skills for this job and they preferably are accompanied by a coach or a mentor during their management training.
Nevertheless good luck and faith are important to be in due time at the right place. It remains a challenge and is hard work to become the best to compete on the job-market.

Next SARMA-Stammtisch takes place October 15th 2008 at the SNF in Berne. Our special guest is Dr. Daniel Höchli, director of the Swiss National Science Foundations.

Bo/4.7.08

Five questions to Dr. Ingrid Kissling-Näf, Vizedirektorin Bundesamt für Bildung und Technologie, Leiterin Förderagentur für Innovation KTI.

KISSLING-NÄF, Ingrid (1964) is Head of the Swiss Innovation Promotion Agency CTI. She studied theology, economics and political science in Fribourg, Paris and Lausanne and did her doctorate in St Gallen. Following the completion of her studies she was Assistant Professor for Forest Resource Economics at the Swiss Federal Institute of Technology Zurich and a trainee at the Workshop of Political Theory and Policy Analysis in Indiana. From 2001 to 2007 , she has been Secretary General of Swiss Academy of Sciences.

What do the three letters "KTI/CTI" actually mean?

Kommission für Technologie und Innovation
"Science to Market": Where is the snag?

CTI promotes cooperation between SMEs and academic research. This accelarates the implementation of research findings in products and services, leverages the businesses ability to innovate and leads to high-quality jobs.
How can the independence of scientific research be preserved?
For instance by instituitions like the Swiss National Science Foundation (SNSF) and the self-responsibility of researchers.
What is the most important quality of a research manager?

Enthusiasm for their own research issues and the ability to work in a team.
What do you read in leisure times?

Novels

SARMA-Stammtisch with Dr. Daniel Höchli

For the second SARMA-Stammtisch some 20 participants met October 15th 2008 in the impressive main building of the Swiss National Science Foundation in Berne to discuss with Dr. Daniel Höchli, Director of the SNSF about research management careers.

With his lively presentation of the three main steps of his career as a research manager D. Höchli introduced the participants to his interesting CV: After his studies in economics, law and politics at University of St. Gall he has chosen the Institute of Political Sciences to write his PhD mostly due to the charismatic professor and the convenient atmosphere in his institute. He spent 7 years in research between the two cultures of Switzerland and Italy partly deciphering original texts out of the 16th century. This period of exciting and meticulous research work was followed by a very different challenge in politics as a scientific collaborator in the Department of Justice and Police in the next vicinity of the Federal Councillors. Here he could accomplish his historic knowledge of res publica fiorentina with the practical experiences of the daily business of the Swiss Government. 2001 D. Höchli got appointed as chief of staff of the Department and had the chances to acquire on the job the necessary skills for a manager. After four years he casually came across the job advertisement for Director of SNSF and immediately felt that this is his mission he was waiting for.

D. Höchli summarised the lessons he learned during this past twenty years as follows:
a) One has to venture and should not under-estimate one's own skills.
b) There is a big difference between scientists (experts) and politicians (councillors). The former knows a lot about details with a profound scientific understanding the latter needs the overview and bases his decisions between different options on the results provided by experts. Everybody should exactly know her or his role in the system.
c) A manager has to invest enough time into leadership and the coaching of the collaborators.

The following discussion on these very personal statements showed that this career was not and could not have been planned in advance. All participants agreed that a good mix of basic scientific knowledge and different soft skills as well as a sound social competence are indispensable for a research manager.
Understandably SNSF can not provide support to train research managers as this is a clear task of schools and universities but they will think about how to ask for more managerial skills within the SNF projects and support tools to produce incentives for universities to react with training offers supporting those students and researchers who are interested in managing research.

Bo/16.10.08

Five questions to Dr. Daniel Höchli, Director Swiss National Science Foundation (SNSF)

Daniel Höchli was born in 1963, grew up in Lenzburg, Switzerland, and now lives near Berne. He is married and has four children. From 1984 to 1989, he studied Economics, Law and Political Science at the University of St. Gallen, specialising in International Relations. Daniel Höchli then worked at the Institute of Political Science in St. Gallen for seven years where his research focus was the history of political thought.

In 1996, Daniel Höchli moved to the Swiss Federal Administration. He was initially employed as a research associate in the General Secretariat of the Federal Department of Justice and Police, where he concentrated on financial policy, state policy (constitutional reform, national government reform, justice reform) and legislative projects. In 2001, he was appointed Chief of Staff of the Swiss Federal Office of Police.

In August 2005, Daniel Höchli fulfilled his desire to return to a more academic environment when he was appointed Director of the Swiss National Science Foundation (SNSF). He is focusing his efforts on developing the operational side of the SNSF administrative offices and maintaining and strengthening their services. He also places great importance on developing good relations with partner organisations within Switzerland and abroad as well as with governmental agencies.

What is the difference between the research funding by the SNSF and the European Research Framework programs?
The main difference is the focus of the funding either on bottom-up, investigator-driven research projects or on top-down chosen research programs. SNSF invests more than 85% of its funds in investigator-driven research. In the 7th Framework Program only a small part of the funds are reserved for this purpose, the rest mainly for thematic programs.
How far are research-management skills of applicants relevant for a successful request?
These skills are not a criterion for the evaluation of the applications, but nevertheless they are quite important. Good projects contain feasible research plans and solid budgets. So you need some management skills in order to get a good application.
How independent of economy and politics are the supported projects?
On investigator-driven research projects SNSF can decide in full freedom, without any pressures. The launching of a National Research Program or a National Centre of Competence in Research (NCCR) needs a political confirmation by the Federal Council and the Federal Department of Home Affaires, respectively.
What is common between a police officer and a researcher?
A (criminal) police officer and a researcher, although using very different methods, are both investigators and seekers of truth. Both need perseverance and some enthusiasm.
Which book are you reading in your leisure time?
“Ermutigung zum unzeitgemässen Leben”, written by the French philosopher André Comte-Sponville; it’s a book about the classical moral virtues and how to use them in our daily life.

SARMA-Stammtisch with Prof. Dr. Peter Meier-Abt

Over a dozen participants from private and public research attended February 18th 2009 the SARMA Stammtisch the first time in Basel. It was an informal discussion with Peter Meier-Abt, Vice President Research and Talent Promotion of University of Basel one of the key players of public research in the Basel region. He is convinced that good mangers are essential for research if they posses profound management skills as well as a sound knowledge of a research career. If not he or she could hardly ever understand researchers nor values of academia and thus would find only little acceptance in the research communities.

According to Peter Meier-Abt research management serves researchers at all levels by providing structures which help reduce administrative burdens and create the necessary freedom for innovative research, networking or publishing. In the role of a coach a research manager is able to monitor time management and the achievements of objectives, and also represents researchers to official bodies, funding agencies and other stakeholders.

There is a great need for professional research managers and thus a strong need for adequate training opportunities. The participants agreed that, for example, students should get the chance to gain a basic knowledge on management after their research education at bachelor or master level. More particularly, advanced studies in management should be offered to doctoral and postdoctoral students. These could be followed by entrepreneurship training. However, improved training is only one side of the coin. Peter Meier-Abt strongly believes that traditional university structures need to be developed with a view to increasing efficiency and flexibility in research.

Management training thus remains a challenge for Academia. With its current concept to facilitate advanced research management training SARMA has its finger on the pulse.

Bo/26.2.09