University of Montenegro. Capacity building in doctoral studies and research- Strategic approach to research management

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1 University of Montenegro Capacity building in doctoral studies and research- Strategic approach to research management 8th EUA-CDE ANNUAL MEETING, Munich, June 2015

2 University of Montenegro profile Established in 1974, During existence, it has transformed itself into leading educational and research institution in Montenegro with 19 faculties, 3 associated research institutes and 89 study programs, In 2014, the number of students was nearly 22,000 (80% undergraduates, 20% studied higher degrees).

3 Research capacity building following Research Management Best Practices Research Trends, Responses to the Trends and Challenges for Universities, Strategies In Building Research Orientation And Research Career, HR strategies, Funding And Resourcing University Research.

4 Research Trends and Issues What Are The Current Trends? Where Is Research Going? Government Perspective Changes in the way research funds are available Changes in the way research is undertaken A move toward mass institutions A move toward entrepreneurship Strong emphasis on research as a key engine for driving knowledge society and economy Unconditional public research funds are decreasing More competitive allocation, targeting via priorities, performance based funding Interdisciplinarity The scale is large in terms of expensive equipment The basic/applied research separation is of reduced significance A questioning of the balance between teaching and research - Since guaranteed public funding has decreased, innovative strategies to: Diversify their funding sources Develop strategies to improve capacity (people and infrastructure) to attract competitive funding Generate their own income in variety of ways (consulting, industry partnerships, accumulation of IP, various services, etc.) Developed new internal structures, decision making procedures, greater internal efficiency and management and strategic direction.

5 Research Trends and Issues Changes in University governance and management. As research production became crucial to the University competitiveness and ranking among universities Research management has become a key contemporary issue Most contemporary a complex setting for research Research in wide range of fields and extensive partnerships with external institutions Research is most commonly initiated by individuals or teams Research environment and research management are in constant change.

6 Research Trends and Issues Newer Perspective on Research and Innovation Stronger Collaboration with the Industry Research links between University, industry, commerce, government and the wider community are becoming stronger.. Basic and applied science and technology seen as a single interrelated activity Major Issues: Research based contracts with SMEs and start up have posed greater complexities than contract with large firms. Lacking cash, SMEs usually pay by equity which leads to complexity in terms of commercial laws Scientific findings with commercial potential may remain unpublished Reasons: Most effective avenue for quick commercializing of university Contribution to national and regional growth (high skilled jobs, giving birth to novel fields and markets)

7 Research Trends and Issues. Trends Favouring Big Research And Global Networks Major facilities for research in some areas of science are increasingly beyond the capacity of individual university to fund, Development of international/national cooperation between different partners, Major concerns : Retaining high level researchers, Providing up to date facilities, Start up funding.

8 Responses to the Trends and Challenges from the University How does the University respond to those trends? Professionalization of Research Management, Strategic Research Planning on the Institution-wide-base, Research Career as an Institutional Responsibility.

9 Responses to the Trends and Challenges for Universities 1. Professionalization of Research Management Appointment of academic and administrative staff to specific research management positions To support researchers across the University/units, Develop and maintain linkage with external institutions, To attract and retain people of quality, experience and vision, Upgrading the staff capabilities to better manage research activities. Challenge To achieve a productive balance between the collegial and managerial research management.

10 Responses to the Trends and Challenges from University 2. Strategic Research Planning at the University Level University made strategic, management and organizational choice according to its objective and asking itself WHERE it is going and HOW to get there. Establishing research priorities and developing an University s research plan, Seeking and allocating resource for research, Evaluating research quality, both internally and externally, Creating an ethical framework for institutional research, Deciding how far to commerce institutional research. In the past research have emerged from the initiative of individual researchers and has been undertaken largely in isolation from each other, Today, faculties are increasingly seeking to develop a holistic approach.

11 3. Building Research Orientation At the University How to Increase Research Activity Efficient research management Regular Evaluation (Internal/External) Program s Mission Defined With Reference To University s Research Mission Enhancing Research Capacity Entails Investment In Human Capital Some major challenges : - Need to improve physical environment such as research facilities and equipment - Improve time for research - high teaching loads and unfavorable balance between research and teaching should be addressed. - Change from promotion via seniority to meritocracy (based on abilities and achievements) - Insufficient funding - Changing research conditions Development And Protection Of Intellectual Property Investment In Infrastructure (Facilities And People) Incentives For Research Performance

12 Building Research Orientation at the University Research Management Research Management Purpose Critical component of RESEARCH MANAGEMENT is to act on institutional process composed of ASSETS, SKILLS, and CAPABILITIES. OWNING THE RIGHT ASSETS: HR, Financial resources, Facilities, Organizational capital, Evaluation, Knowledge, Rights (IPR), PROVIDING THE RIGHT SKILLS: Adopting to change, Anticipating and Generating change ENHANCING RIGHT CAPABILITIES through Building Relationships and Networking.

13 5. Research Management Structure UoM Centre for doctoral education (development of research objectives, development of research methods training, presentation skills/debating, discusion of resrarch projects, viva preparation, information litercy) Research Office is today at the centre of an professionalised approach to University planning, co-ordination and management, providing services to individuals, research teams, and audit function for both university and government agencies, Support in fund raising, project preparation, application writing, project management Service Examples: -Project troubles shooting for large, long term multiinstitutional projects, -Legal/paralegal advice for agreements for such projects, -Issues around IP, patents, contract managements, technology transfers, -Training of researchers and supervisors, mentoring, etc.

14 6.Strategies in building Research Career Major Issues Significant workload issues - Teaching loads along with administration are the no. 1 reason for research inactivity and cause of internal tensions and morale difficulties. Possible Initiatives: Provide Time for Research through: Establish a research active faculty time share program specific period of time based on a detailed research proposal. Facilitate access to teaching assistants and research assistants

15 7. HR Strategies In Building Research Orientation And Research Career Major Issues Historical lack of recognition of research work, Lack of investment in infrastructures for the support in research, The constant drain of experienced researchers, Insufficient funding that cause the lack of permanency of some research posts, Inadequate rewards for active researchers (including sabbatical leave or release from teaching).

16 HR capacity building Research capacity buliding through PhD programmes, mobility, networking activities, shared curriculum development (double degrees still dominant), Joint doctoral supervision as the basis for future joint programmes, Joint programmes as an opportunity, Stronger bilateral even strategic agreements with universities, Intersectoral cooperation Promotion of Horizon 2020 mobility programmes

17 Strategies In Building Research Orientation And Research Career To Encourage And Reward Research Staff Efforts Through Funding Initiatives/Incentives: Research Time within Academic Year Targeted Grants and Short term grants to a new faculty Travel funds Salary Increase Infrastructure support Sabbatical leave, research leave Research Time with Industry Individual Research Account Participation in exhibitions (local and foreign) Research achievement awards and scholarships Seed money allocation Post doctoral attachments Matching funds Lead scholar programmes Encouragement of multidisciplinary projects Support for membership in scientific societies Annual Academic Incentive Awards Teaching Relief for Supervision Grant for publications Training and development of new and inexperience researchers Undergraduate Research

18 8. Funding and Resourcing University Research Special Incentives To Encourage Commercialization And Start Ups Of Partnership And Collaboration And Grow Critical Mass Of Research? Funding Initiatives and Incentives: Commercialization and Start-ups Innovation Funds For New Areas Support In External, Competitive Research Applications Support In Potential Commercialization Partnership and Collaboration Seed Funding For Collaboration Cross-faculty Proposals External Collaborative Funds Match Or Top External Research Funds Network And Participate In Cross-institutional Projects Potential For International-level Research, Mobility And Cooperation Shared Resources With Other External Public And Private Bodies Thematic And Regional Technology Centres

19 Funding and Resourcing University Research Funding Trends and Challenges for the University Core Funding If the University is seen as teaching institution, the core research funding is either missing or very limited, Or the research funds are not separated from teaching funds, The development and the preservation of competent, full-time research staff need reliable basic funding. Research and Development Grants Contract Research Funds Contracts from private business, non-governmental sector or public agencies, research councils, European Union and other international sources.

20 Funding and Resourcing University Research Short and medium-term research project (contract based funding) are being favoured by funding bodies Overall funds are increasing but so is the complexity of allocation, targeting grants increasing Key dilemma for the University: What sorts of research they should be supporting under current funding agreement? Inability to subsidize research over long term period A rethinking in costing and funding processes is required important focus for research managers at all level.

21 How To Distribute Income From External Research Grants/ Contracts What proportion should remain with research team, with the department or with central administration as overheads, How far should the highest earning researchers contribute to supporting other areas with lower earning capacity. Recommendations On Allocation Process: 1. Enable wealthier budget centres to retain sufficient funds to reward entrepreneurial spirit and productive research and ensure continued research growth in those fields 2. Encourage continued and new research activity in the University s priority areas of research (new groups, interdisciplinary activities, young researchers) 3. Provide appropriate/sufficient support for productive researchers in non-priority fields and fields for which external resources are limited 4. Through suitable mechanisms (e.g. Drawing overheads from contracts, earmarking a percentage of base funding) retain sufficient sum centrally to ensure a coherent institution-wide research management and research identity.

22 Challenges for doctoral education in particular High tendency toward the specialization, as a response to growing technology standards, Excessive or premature specialization, Balance between massification and quality, Reshaping the classroom model or regulation?

23 Thank you for your attention

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