Newly appointed Part-time Project Manager
Announcing the appointment of Dr Karin Dyason
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Capacity Building and Professional Development in Research and Innovation Management - Discussion
July 2010
Background
Over the past years it has become clear that there is a need for training programs, workshops and internships as part of capacity building and professional development of staff working in the R&I management environment and support services. The good attendance of two training workshops during the 2009 SARIMA Conference bears testimony to this. A major opportunity to take this initiative forward currently exists under the newly funded RIMI4AC project, the primary focus of which is the development of human capacity for R&I management. During the INORMS 2010 conference in Cape Town further encouragement of such a human capacity development drive under SARIMA's leadership was offered by the conference attendees, including an indication of further potential support for this by the National Research Foundation (NRF) and DST. SARIMA, as the consortium leader of the RIMI4AC project, is well positioned to take the lead in addressing this challenge, in consultation with other role players (HESA; NIPMO; DST; DoHET; SARUA, NRF etc).
Strategy outline
Three different levels for the development of human capacity for R&I management have been identified, namely, (i) basic and advanced level training of R&I managers as part of their professional development through non-accredited training workshops, (ii) the development of career paths for staff within the R&I management environment through the offering of accredited postgraduate qualifications and (iii) the training and development of senior academics taking on managerial roles with regards to R&I, such as deans or HODs. This document will focus on each of these three challenges and propose a strategy/course of action for developing the appropriate responses.
- The basic and advanced level training of R&I managers requires a simple analysis of existing needs in this regard, through a pre-prepared tick-box questionnaire (first draft attached) to DVCs, Research Directors, IP managers and Tech Transfer staff of the 23 HEIs and the science councils in South Africa and other universities and research organisations in the SADC region. This questionnaire, which will be aimed at the individual, can be extended to other role players with needs in this regard in terms of their own staff development, such as the NRF, DST and NIPMO, as well as individuals with extensive experience in the field (e.g. Profs Johann Groenewald, Belinda Bozzoli, Johann Mouton etc). (Jose to advise on other SADC role players to be included) . The focus of this level of training will be short courses and training workshops, as well as training materials (web-based and printed -These activities can fully resort under the RIMI4AC project, and can be coordinated at SADC level by a dedicated capacity development project manager (to be appointed under the RIMI4AC project Examples of short courses/workshops/training manuals to be included in such a basic training programme: evaluating research/grant proposals; grantsmanship; basic project management; financial management/budgeting; understanding research ethics; science communication; facilitating research collaboration; research contracts management; intellectual property management; commercialization of IP (through licensing and spin-outs); IP contracts; IP and tax issues; evaluation and valuation of IP, etc.. All workshops, training materials (web and paper based) to be aligned with RIMI4AC project activities. It is provisionally proposed that some of these basic training workshops already be offered towards the end of 2010 at CPUT, who indicated a willingness to host, with the longer term view of it contributing to the development of (a) professional degree programme(s) - as part of a phased approach.
- The offering of accredited post-graduate training opportunities to R&I managers (as a longer term and eventually self-sustainable operation) will require the following actions:
- A proper evaluation of the needs at institutional level (higher education, as well as science councils and private research institutions) through a properly conducted survey (such a survey is currently being prepared by the ACU under the RIMI4AC project - first draft attached).
- Evaluation of the international landscape of training and professionalization of research and innovation managers - and making contact with appropriate bodies and individuals abroad, in order to benchmark internationally (will also be done through ACU survey?).
- Discussions at institutional/national levels to establish possibilities for offering nationally and internationally accredited postgraduate course(s) - including all role players at SADC level. (To be expanded through the RIMI project to the rest of Africa and the Caribbean).
- Inviting Research and Innovation Directors/Leaders to a national workshop/forum to discuss the professionalisation and training of R&I managers. Invite major national role players such as NIPMO, NRF etc
- Taking into account all feedback received, formulate a structured postgraduate training programme and find appropriate professionals to present modules. Research Management PG qualification and Innovation Management PG qualification likely to emerge as two separate qualifications through this process.
- Take the training programmes through the process of becoming an accredited course for professional research and innovation managers, championed by SARIMA and offered via collaboration between a number of HEI's (or, if this is not possible, championed and offered by one HEI appointed by SARIMA).
- Modules of the degree programme can also be offered as part of advanced professional development short courses (certified) for existing R&I management staff (not wishing to obtain a post-graduate qualification).
- A phased approach to be taken: planning/strategising phase; implementation phase; and evaluation phase. Establishing sustainability of such PG courses in the long term is a major challenge. While RIMI4AC and some SARIMA core funding could subsidize the first few years, on the longer term (after 3 years) it would need to become sustainable. This would depend on finding the right host institution(s), identifying the right presenters, obtaining accreditation by DoHET so that input and output subsidy is received, and obtaining a sufficient number of enrollments.
- The professional development of senior academics at HEI's (or people in industry) taking on research and innovation management roles would require the following:
- Discussions and consultation at SADC level to establish which programmes in this regard already exist at university or faculty levels. Compile a report on these, in order to benchmark at SADC level.
- Propose appropriate response from SARIMA's side (be it coordination of current activities, or the creation of a more consolidated approach championed by SARIMA and offered in collaboration with a business school) and apply to the NRF to support this approach through funding (as this category would not fully resort under the RIMI4AC project).
- Where possible, combine this offering with the R&I training courses and postgraduate modules on offer, e.g. by offering senior academics in deanships/HOD roles appropriate basic workshops/skills training initiatives, or in offering some of the PG modules as part of advanced professional development. It is envisaged that this category of training will require aspects of both the non-accredited as well as the accredited PG training programmes. In addition it would need some management/executive development training modules, focusing on mid-level to senior management strategies and practices, such as those programmes typically offered by business schools. Hence it will extend somewhat beyond the 'core business' of SARIMA and perhaps SARIMA's involvement here could be one of coordination, and the offering of specific R&I management modules, while a collaborating business school should present other advanced management modules.
Phases I, II and III of development
It is proposed that the development of all three of the above categories is undertaken through a phased approach. Phase I will entail comprehensive consultation, planning and designing a strategy for implementation, and needs to kick off with a letter of intent from SARIMA to all potential role players at national (SA) an SADC level; Phase II is the implementation phase, an Phase III a monitoring and evaluation phase which should be continuous, and would preferably lead to papers and conference presentations to share and benchmark this experience at international level.
Person Power It is recommended that the existing funding available to SARIMA is applied to appoint a dedicated and experienced project manager, to steer the development of the proposed training and capacity building programmes, in consultation with the executive committee.
Document prepared by:
Dr Therina Theron - VP (Capacity Development and Professional Development)
Dr Shelley Mulder - President Elect
Ms Maryke Hunter-Husselman (Executive Committee member - CapDev and Professional Development cluster)
SARIMA DISCUSSION DOCUMENT ON:
Training needs for R&D Managers in Industry
July 2010
1.INTRODUCTION
Some of the challenges for R&D managers in industry (i.e. Non-Profits and Commercial Institutions) & similar growing challenges in Universities:
- Effective M&E methods/tools to measure and improve quality and productivity
- Identifying and measuring indicators and outcomes
- Effective methods/tools to guide and manage research projects
- Effective methods/tools to create and maintain realistic and accurate project budgets
- Research vs Administration - establishing and maintaining the right balance
- Human Resources Management in R&D projects
- Translating research into profitable products or scientific publications
Some international trends:
- Some Associations (i.e. SRA International) have Certificates Programs that offer comprehensive training specific to the needs of R&D Managers/Administrators
Example: SRA International's Certificate Program:
- Curriculum for each program includes a required half-day or full-day workshop, and 4-8 required sessions, which are held at various meetings throughout the year.
- Course credit is earned and awarded only if full membership is in effect at the time the course is taken. A member may let his/her membership lapse during the course of taking a certificate program, but educational credit is awarded only when full SRA membership is in effect.
- SRA members have up to three years, instead of two, to complete certificate program requirements, allowing greater flexibility to manage time, travel and budget constraints.
The importance of appropriate training modules:
- Developing a new generation of skilled R&D Managers
- Enhancing productivity and quality within research projects
- Ensuring well managed projects with high quality outcomes
The importance of capacity building for a new generation of R&D managers:
- Need for skilled R&D Managers
- High Quality Projects that deliver on time and within budget
- Acceleration of economic growth, because we solve problems quicker/smarter
Purpose of the document:
- Identify and facilitate R&D specific training workshops
- Identify, facilitate and promote R&D specific accredited curriculum
2.THE PROPOSAL
- The need for agreement on a curriculum for the training of new R&D managers
- Promote the concept of an integrated approach, building partnerships, and collaboration between universities and industry to address these challenges
- SARIMA as a neutral body to facilitate and promote this
- A dual approach - Addressing immediate training needs as well as the longer term objectives:
- immediate training needs:
Formulate a proposal on a specific topic, the appointment of a small team to finalize the programme, logistics, time frame, etc.
- long term curriculum development challenge:
We need to strategize on how to take this forward together with other partners, e.g. a joint workshop with contributions from different environments (local and international) and break-away groups. Simultaneously learn from local successes and failures.
3.OUTLINE ON SOME OF THE TRAINING NEEDS
List of generic types of courses that can make a real difference:
- Project Management (How to develop a project plan framework, implement and manage a project with various available tools (e.g. Microsoft Project Management Software)
- Monitoring and Evaluation (How to effectively evaluate, measure and improve quality and productivity)
- Financial Management - Finance for Non-Financial experts (How to develop a project specific budget that is realistic and accurate)
- Writing Skills (Fundamentals of writing a successful grant application, reporting & publishing)
Human Resources Management (How to recruit and manage R&D project related staff)
4.BUDGET
Costs for presenting such a training workshop:
- We need to keep the costs down in order to get buy-in into such an initiative where SARIMA would like to facilitate the initiative.
- It is proposed that delegates pay their own travel and accommodation, if the workshop is over more than one day.
- Use a facility which could be made available by one of the companies or participating organizations
- A small attendance fee to cover some of the costs of the presenters
- SARIMA to take care of other costs
5.THE WAY FORWARD
- Support from the SARIMA Executive
- Alignment with the work done on Leadership for R&I
- Discussions with other stakeholders and organizations that would like to join into these initiatives
- Envisaged progress to be made during the second semester of 2010
- The appointment of a Task Team, and its members, to take this forward
13 July 2010
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