PREParation for Appalachian Research Experiences (PREPARE) Karen Fletcher,
PREParation for Appalachian Research Experiences (PREPARE) Karen Fletcher, Director, Grants Resources & Services Appalachian State University The Program Fall 2017 Spring 2018 (8 months) Beaver College of Health Sciences (BCHS) Nine mentees Matrix of Mentors 8 Educational Sessions
Increase NIH submissions/funding 2 Goal 1. Build strong networks of research active faculty in BCHS. 3 Goal 1 Activities: Mentoring Relationships Scientific Senior
Mentee Staff Peer 4 Goal 2. Provide Grantsmanship Training that will develop successful researchers. 5 Goal 2 Activities: Education Sessions
Program and Mentoring orientation NIH & Proposal Writing & individual meetings SPIN Database Funding Your Research eRA system Library services & databases; where to publish; assessing your research - measures & metrics 6 Goal 2 Activities: Education Sessions New Faculty Workshop IP; Technology Transfer; online identity; digital scholarship; data curation; preservation and
access Grant Writing Overview Communicating Science Mock Panel Review 7 Goal 3. Create faculty advocates for the Office of Research Staff to improve compliance with standards on and off campus. 8
Goal 3 Activities Meetings with Sponsored Programs & other Office of Research staff New Faculty Orientation 9 Monthly Program Requirements Senior mentor/mentee meetings Educational session Supplemental reading Meetings with Office of Research personnel as needed
10 Results Seven out of the nine mentees attended at least six education sessions Seven out of the nine mentees submitted either an internal or an external grant proposal 11 Feedback: What came out of that initial meetingwas that all of my menteeswho are further along
in their careers - felt overwhelming stress because of their workload and personal lives there appears to be a lot of stress in balancing the intensely time-consuming, clinical nature of their respective undergraduate and graduate programs with the need to conduct, publish, and fund their research. 12 Feedback: What they most wanted out of mentoring was not the writing help that I was anticipating (and what I think PREPARE was set up to do), but rather the social
support and advice about navigating the "soft-skills" of the job, as well as just connecting with other people who shared their research interests. 13 The Future Continue to monitor mentee output NSF ADVANCE grant submission No funding Volunteers Expanding to the College of Arts & Sciences Focus on Early Career Awards
Add component of Research Readiness Awareness 14 Questions? 15 The Problem with Contracts: A Triage Solution for Business Agreements Megan Moore, Co-Investigator Harvard University
The Problem(s) with Contracts Legal agreements impact University researchers and administrators on a daily basis Agreements are non-standard and arrive on campus through varied avenues Workflow processes only effective if agreement types are properly identified 17 Where to Begin?
18 Design Phase Wha tA W.A gree .I.T men t Is T his?
ing! t e e M g n i n Plan 19 Design Phase
20 Design Phase Successful identification linked to existing workflow processes Responsible Office Correlation of characteristics leads to
identification of Agreement Type Agreement Type Attribute Distinguish Agreements by identifiable characteristics 21
Design Phase 22 Testing Phase JotForm mapping Crosssection of testers Test examples culled from actual executed Agreements Pilot testers
selected from across departments Deidentified Agreement samples Control group of experience d contract officers Sponsored Programs
negotiation team as control group 23 Testing Phase Phase I User Responses 8.3% 24 sample agreements 41% response rate 18.8% 60.4%
12.5% Questions Clear/Agreement Type as Expected Questions Should Be Refined Questions Clear/Disagree w/Agreement Type Incomplete/User Error 24 Testing Phase Decision tree should incorporate
appropriate terms of art reflecting common agreement terminology Questions must reflect unambiguous, recognizable components, notwithstanding experience of user
Common Understanding Terms of Art (i) Assessing Question Clarity 25 Testing Phase (ii) Disagreement with Agreement Type No $ Research Agreement
MOU NDA How do we make the nonstandard standard? DUA 26 Whats Next? Phase II Testing
Summer Finalization of Decision Tree Fall Winter Collaborate with Web Designer on Platform and UI Design Finalize Internal Version for Further Testing Rollout Customizable Platform and Accompanying Guidance Documentation 27
Questions? 28 Increasing the Odds of the Return on University Investments into Faculty Research: Skills versus Money Katy Hendry, M.S. University of West Florida Senior Grant Specialist & Internal Grants Coordinator The Problem, The Purpose
& The Polestar The Problem: UWF is a predominately undergraduate serving institution with a 3:3 teaching-load and is recognized as a teaching institution versus researchintensive institution. The University wants to shift from being strictly focused on teaching and become more balanced with equal weight on research and research (grant expenditure) output. The Purpose: This project was designed to analyze and design the best method for increasing external funding at a small institute or PUI-university. The Polestar: Increase faculty output in external grant submissions by identifying appropriate internal grant mechanism(s) to both motivate faculty scholarship desires and provide funding support for their projects that yield the highest return on the Universitys investments from external funding agencies.
30 Methodology & Design Understanding the Players High Low High Motivation High
Motivation & High Ability Low Motivation & High Ability Low Faculty Categories High
Motivation & Low Ability Low Motivation & Low Ability Ability Analyze previous internal grant funding programs at UWF Evaluate the UWF faculty and climate of research taking place
at the institution Prepare baseline data for benchmarking Research, H. (2014, May 1). (Rep.). Retrieved from https://www.hanoverresearch.com/media/Building-a-Culture-of-Research-Recommended-Practices.pdf 31 Medium Grant RIO Small Grant RIO Internal
Research Initiative Model (IRIM) Grant Writing Boot Camp RIO The goal of this project is to develop an efficient and ongoing mechanism for internally supporting faculty research that produces a higher rate of return on externally submitted proposals; Internal Research Initiatives Model (IRIM) 32 Data Collection
& Results Additional data being collected: Category Total Results/Entries Finalize Baseline data for model design (remaining data received on July 1, 2018).
Fiscal Years 8 University Colleges 5 FY16-17 external proposal submissions (funded/unfunded) Total Internal Grant Requests Total Funds Requested
$7,638,059* Faculty Questionnaire (non-internal grant participants & internal grant participants) Total Match Provided $378,964* Development of IRIM Model (spring 2019) Total Funded
423 $2,893,609* Total External Proposals TBD Total External Proposals Funded TBD 33
Expected Outcomes & Broader Impacts Expected Outcomes: Long-term writing group which incorporate motivational tools and mentoring will achieve the best return on university investments. Broader Impacts: The Internal Research Initiatives Model (IRIM) will be used as a platform for enhancing Research
Administration across all types of higher education institutions. Internal Funding from the institution Specialized Proposal Development Tailored Trainings from start through submission
34 NCURA Research Program for 2017-2018 Funded Projects: Global Mentoring Program For Research Administrators Mary Catherine MC Gaisbauer, Contracts & Grants Accounting, Assistant Controller, UCSF Georgina Lopez, Director, Institute for Global Health, UCSF Winona Ward, Director, Office of Sponsored Research, UCSF Agenda
Introductions Project background Project findings Ideal future program Next steps Discussion 36 Introductions We represent the spectrum of research administrators across our organization, the University of California San Francisco: Winona Ward, Office of Sponsored Research (the pre-award perspective)
Georgina Lopez, Institute for Global Health Sciences (the department perspective) MC Gaisbauer, Contracts & Grants Accounting (the post-award perspective) 37 Project Background - Overview Pilot a structured global mentoring program linking an experienced mentor from the U.S. with an internationally based mentee Determine if an international mentoring program is sustainable, and Derives benefits to both the participating individuals and their employing institutions
38 Project Background Program Structure Application submission and review through mentor/mentee selection and matching In person launch at the 2017 NCURA annual meeting 7 month of program delivery included Mentoring pair one-on-one sessions, virtual training for mentees, support meetings for mentors, and The implementation of a business process improvement project by the mentee at their institution with support from their mentor In person capstone event at the 2019 FRA/PRA that included poster presentations of BPIs by mentees, final training
opportunity, and completion awards 39 Global Representation of Mentoring Pairs 40 Project Background Program Goals Demonstrate that a global mentorship program provides: mentees with a broad range of personal and professional benefits (i.e., development of new skills and knowledge) mentors with tangible benefits (i.e., recognition
as subject matter experts and leaders) benefits to the participating organizations (i.e., enhance staff leadership and coaching skills) benefits to NCURA Region VIII (i.e., increase awareness at international institutions) 41 Project Background Program Goals Demonstrate that investing in research administrators at partner institutions via global mentorships directly benefit US institutions and improves our ability to conduct global research Staff development at international institutions
improves compliance at international partner institutions and reduces compliance costs for the prime institutions 42 Project Background Program Monitoring and Evaluation Conduct evaluation of effectiveness of meetings/trainings through pre- and post-testing of each activity Conduct quarterly evaluation of effectiveness of mentoring program from mentees and mentors, including identification of potential barriers/challenges Program review via mentor and mentee focused sessions to obtain feedback
Compile evaluation feedback and determine if the program is sustainable and has achieved desired outcomes 43 Project Findings: Mentee Benefits Full support of mentors on daily issues Exposure to better ways to implement current activities Increased exposure to new ways of looking at improvements for compliance, change management, benchmarking and working with employees Gained knowledge from experts
Helped drive home what mentee already knew 44 Project Findings: Mentee Benefits Business Process Improvement Project Led by the mentee at their institution and guided by the mentor Created a joint goal for the mentoring partnership Method for mentee to continually apply their learned skills at their institution and increase their institutional professional standing 45
Project Findings: Mentor Benefits Opportunity to reflect on careers and their future Opportunity to "think outside the box" and evaluate the day to day way of doing things Exposure to other ways of handling situations and all of the training Enhanced skills related to finding resources and sharing knowledge Increased confidence in sharing mistakes and successes as a way of motivation 46
Project Findings: Benefits to Institutions Business process improvement enhanced the institutions environment Supervisors noticed professional growth and improve employee motivation Networking opportunity with institutions skilled in the conduct of global research Access to subject matter experts Future consultation and information related to regulations, laws, challenges, etc. 47 Project Findings: Benefits to NCURA New international institutions participated
and gained awareness of NCURA Increase global footprint of NCURA programs Development of next generation research administrators skilled in the administration of global research 48 Project Findings: Program Sustainability Achievable goal to conduct virtual mentoring Requires dedicated program
administration and technology Coordination of time zones needs to be considered Modified application structure; matching Addition of on-site fellowship 49 Future Program Options: Participant Recommendations Extend program length from 9 months to 12-24 months (sweet spot is 16) Expand objective to include bi-lateral international cross-learning Include additional in-person activities
Preference for institutional exchange 50 Next Steps: Moving Towards the Future Ideal Program Appoint oversight committee Develop monitoring and evaluation plan Finalize sustainable program plan Identify administrator and funding Establish program technical requirements (i.e., websites, meeting space, collaboration space) Launch awareness campaign
Kickoff the first cohort Check and adjust after each year 51 Discussion Q&A 52
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