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Effective Succession Planning and Infrastructure Development for Primarily Undergraduate Institutions

This session emphasizes the significance of succession planning and building infrastructure within primarily undergraduate institutions (PUIs). Attendees will engage in an interactive discussion to share ideas, challenges, and best practices. The session covers immediate, short-term, and long-term strategies for succession planning, addressing PUI-specific challenges such as limited resources and lower research activity. Participants will learn how to identify staff with potential, implement leadership training, and develop mechanisms for seamless transitions in key roles. Interactive group exercises will facilitate collaborative problem-solving.

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Effective Succession Planning and Infrastructure Development for Primarily Undergraduate Institutions

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  1. Succession Planning and Building Infrastructure at a PUIMarch 2013 Lori Messer, Director, Office of Research & Sponsored Programs Wake Forest University Debbie Shaver, Director, Office for Research Services and Sponsored Programs Georgia Southern University

  2. Objectives/Overview • Steps/ideas related to succession planning and building infrastructure that are: • Immediate • Short-term • Long-term • Done independently • Dependent on others at your institution • Examples

  3. Objectives/Overview • This is YOUR session!! • We want this to be interactive so please share your ideas, concerns, or problems

  4. Introduction • What challenges do PUIs have in common? • What do we mean by succession planning? • Why do it? • How is this related to infrastructure development?

  5. PUI Challenges • Lower-volume research activity • Tight resources • Personnel • Systems • Money • Smaller or no pool of graduate students • Harder to carve out niches • Not as well known in the sponsored arena

  6. What is Succession Planning? • Succession planning is a process through which an organization develops and grooms their employees for recruitment and promotion purposes. The goal is to fill key roles within the company with well-trained employees, often prepared through skills development for the assumption of more challenging duties within the organization. Read more: About Succession Planning | eHow.comhttp://www.ehow.com/about_5081391_succession-planning.html#ixzz1sEujyide

  7. Why Succession Planning? • Aging workforce • One-off career field • Seamless transition more critical to PUI’s • Mandate for a good leader

  8. Group Exercise • Consider these two questions: • What role does external recruitment play in Succession Planning? What are the pros and cons of external recruitment? • What are the barriers to succession planning? What strategies should we use to overcome and persevere? • Share responses with all participants

  9. What are some steps you can do immediately? • Revise policies and procedures • Identify staff with interest and potential (may not be in your department) • Encourage staff professional development • Arrange for external evaluation • Others?? • What are the barriers/challenges to these?

  10. Short-term solutions? • Purchase electronic systems (could also be long-term) • Encourage staff to attain CRA status • Leadership training for select staff • Peer institution visits/reviews (can trade off) • Evaluate current and future resource needs • Others??? • What are the barriers/challenges to these?

  11. Long-term solutions? • Purchase an electronic system • Set up rotating schedule for policy, process and resource reviews • Internship program • Others??? • What are the barriers/challenges to these?

  12. What can you do yourself? • Most Directors would be able to take immediate steps with limited involvement from others • Does funding make a difference? • What about state supported institutions?

  13. Outside influences? • Who decides when you prepare a strategic plan? • Does your institution required external peer reviews on a regular schedule? Is it worth it to have this type of review? • Agency reviews

  14. Notes about personnel • Training programs • Identify candidates through training programs if offered at your institution • How did you get your first RA position? • Is there a particular kind of experience/background that translates into success at your institution? • Recognize the limitations of your staff • Purchase electronic systems in lieu of hiring? • Others???

  15. Example: Wake Forest University

  16. Award History FY03-FY12

  17. FY04 Org Chart

  18. FY04 • University created Associate Provost for Research position • We focused on what kept us up at night - IRB • ORSP hired dedicated staff to coordinate human protections program; revised and improved IRB policies and procedures

  19. 2007-2008 • WFU began strategic planning • All departments required to prepare a plan • In preparation for our plan we asked Julie Norris to evaluate our office • Julie made specific recommendations on staffing • Associate Director for Compliance • Associate Director ORSP • Director of Post-Award (not in ORSP)

  20. 2007-2008 cont. • Received funding to create Associate Director for Faculty Research Compliance & Support the following year • Implemented electronic IRB system • ORSP co-funded Business Manager positions in Health & Exercise Science Department & Physics

  21. Current Org Chart

  22. Current • Creation of ORSP Associate Director did not come as easily/quickly • Left us without backup personnel for new electronic IRB system and contract negotiation duties • Posted and hired in spring/summer 2010 • Increased indirect cost recovery due to MTDC basis; FY14 proposed rate is higher • Currently evaluating candidates for a new Business Manager position with the Dean’s Office and 3 departments

  23. Georgia Southern University: Maximizing Our Potential

  24. Award History FY01-FY12

  25. What changes have occurred? • New president (former VPR at LSU) • New Provost and then another • New University Foundation leadership • Interim Deans and Chairs • New F&A rate • Acquisition of not-for-profit manufacturing company

  26. What changes are in store? • Huge emphasis on external funding • New hires for key positions (chairs, deans) • New faculty hires emphasize potential for external funding

  27. What are we doing to prepare? • Arranged for external review of overall process • Initiated policy review and development • Home grown research admin application • “Selected” for NSF Business Process Review (Twice!) • Meet with faculty candidates • Mandated meeting with new faculty • Judicious use of EOY funds • RA Program • Leadership training for experienced personnel • CRA training and certification

  28. Summary: Things to Consider • Are you and the institution willing to invest in acquiring and/or training people to perform functions? • Do you need to automate to reduce staff or improve capacity? • Are you able to spend some time to get objective evaluation? • Have you considered the risk angles? • Can you collaborate or team with other institutions?

  29. References • Of Course We Have a Succession Plan… Don’t We?SRA International Meeting 2011 Daniel Campbell, University of Idaho; Nancy Shrope, Washington State University; Joann Waite, Gonzaga University • Rothwell, WJ., The Nuts and Bolts of Succession Planning. 2007 • About Succession Planning | eHow.com http://www.ehow.com/about_5081391_succession-planning.html#ixzz1sEujyide

  30. Resources • NCURA Peer Review Program http://www.ncura.edu/content/peer_to_peer_review/ • Council on Undergraduate Research consulting services http://www.cur.org/consulting.html • Huron Consulting Group http://www.huronconsultinggroup.com/

  31. Thank you! Contact info: • Lori Messer messerlj@wfu.edu (336) 758-5888 • Debbie Shaver dnshaver@georgiasouthern.edu (912) 478-0580

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