trackstructure

Track Structure

The aim of the Tracks Structure is to not only give the conference a clear structure but also to address the wide range of issues involved with Research Management and Administration (RMA). However, they are not designed to be restrictive and the ACC is open to any new or innovative idea, even if it does not fit neatly into one of the Tracks below. Each year, the structure is subject to review by the ACC, though changes should only made where fully justified.

T0. EARMA Activities

Track Leaders: Susi Poli

  • General Assembly
  • Working Group Activities
  • New Members and Newcomers meetings
  • Ambassadors Meeting

This track is for specific activities related to EARMA, including, but not limited to, the General Assembly, Newcomers (or New Members) events, and ambassadors and reserved sessions dedicated to Working Group meetings.

T1.       Grants Management of Collaborative Research (including H2020)

Track leader: Katrin Reschwamm

  • Pre- and post-award management of grants
  • Proposal preparation
  • H2020 Projects
  • Other Funders e.g. NIH

This track is for grant management professionals – from very junior to most senior – dealing with the practical pre-award (including proposal preparation) and post-award management of national, EU or international (collaborative) research projects.

In this track you will find topics such as management (including financial) of ERC, Marie Curie, FP7, Horizon 2020 projects; practical experience with KIC’s or other more complex EU instruments, but also other experiences with national and international funding agencies such as NIH etc.

T2.       Responsible Research and Innovation: Compliance, engagement, gender, open access, ethics, integrity and legal aspects.

Track leader: Oonagh Kinsman

  • IPR and consortium agreements (e.g. DESCA)
  • Open Access
  • Data Management and data protection
  • Gender
  • Compliance and scientific integrity

Colleagues working in RMA are becoming increasingly involved in different aspects of issues connected to the proper execution of a research project. These include, but are not limited to: different kinds of research/consortia agreements, (e.g. DESCA), pre commercial procurement and subcontracting issues, intellectual property rights;  Open Access of publications and research data, (strategic implications of this are T4), data Management  and storage, protection personal data; Gender; scientific integrity and compliance issues in general. The track presents an opportunity for professionals (including legal experts and other qualified managers) to exchange views and innovative ideas.

T3.       Recognition of the profession: Professional development and Career Development; Support Structures

Track leader: Evelina Brännvall

  • Professional development and recognition of the profession
  • Expertise needed within profession
  • Models for training and certification
  • Professional Certificate courses
  • Institutional Research support structures

This track looks at how one defines the profession of RMA and examines the expertise needed as well as support structures (e.g. central or devolved), career development and the international environment in which research managers and administrators operate.

Further Details:

Professional development and recognition of the profession and career development are key objectives of EARMA. The track addresses key questions such as: How do we define RMA and which areas of expertise belong to it? How does this compare internationally? What models are available to train and certify people working in RMA. How can external consultants contribute to the professionalization of the workplace? What are the qualifications needed to call oneself a research manager/administrator? What kinds of (international) career possibilities and skills are needed? In this track we aim to find common grounds and actions to develop this profession.

In addition, it examines the support structures needed to fulfil the task of RMA.   More and more European universities develop their research support-structures to strengthen and professionalise the internal processes and to meet all kind of external requirements. Some are strongly centralised and others are strongly decentralised and everything in between. The track offers opportunities for colleagues to meet and exchange views on models, responsibilities, competencies and future developments.

T4. Generic Skills Training  

Track Leader: Kristel Toom

  • Personal and Generic Skills (e.g. software tools, time management and negotiation or leadership skills)
  • Complements T3

This track is closely linked to T3, but focuses on personal skills rather than professional development per se. It will offer participants the chance to learn personal generic skills needed in their every day job. Examples include, but are not limited to, time management, applications of social media and networking, presentation and negotiation skills, communication skills, as well as how to make best use of software tools.   It is foreseen that T4 will complement the activities of T3. Many topics in this Track will take the form of workshops, but other formats will be considered.

T5.       Research Strategies and Policies, including Research Metrics and the Global Dimension

Track Leader: Emmanuel Babatunde

  • Research strategies and policies at institutional level
  • Metrics: innovation and valorisation indicators
  • External pressures, changing funding landscapes and coping strategies
  • Research assessment frameworks and league tables

This track examines research strategies and policies at institutional, national and global level. Related to this, it looks at the increasingly reliance on research metrics and league tables.

Further Details:

Developing International and European strategic research agendas is a political process with many actors and different time frames. European Universities and their researchers have a vested interest in anticipating future developments and creating a dialogue with policy makers, in- and outside academia.

This track touches on themes such as institutional development of strategic research policies; strategic network building, but also on the development of innovation and valorisation techniques.

Furthermore, the track examines how external pressures, such as reductions in public funding, the increasing use of metrics and associated research assessment frameworks and new technologies are all changing the way universities develop their external strategies.

Finally, the Track examines the global dimension of research funding: specifically, it will look at how research is increasingly globalised and examine how research managers need to develop new ways of working to engage fully with these changes. Examples of key questions include: what will the future role of a Global Research Council be? How does one define ‘global research funding’? Related to this, it will examine the emergence of new ‘global’ funding streams some of which are derived from global challenges.

T6:     Public-Private and Public-Public Partnerships

Track Leader: Anja Hegen

  • Academic-industrial collaboration
  • Proof of concept: Research from idea to exploitation
  • Complexity in the European Funding Landscape

As one result of increasingly complex scientific and societal challenges, new forms of collaboration and instruments are developing. Examples include public-private partnerships (PPP) and Joint Technology Initiatives. Also as a result of a new emphasise on innovation, the importance of improving academic-industrial collaboration is increasing.   This track will focus on an improved understanding of these relationships and how RMA should respond to these as well how manager’s roles might change as a consequence.