A plan to support the Georgia Tech research enterprise

Transcription

1 A plan to support the Georgia Tech research enterprise Background Georgia Tech s research enterprise includes the Institute s fundamental research (basic and applied), economic development, research administration, and research support activities. Oversight for research conducted in non-us locations are the repsonbility of the Vice Provost for International Initiatives (VPII), though the VPII and EVPR work together closely with the goal of creating more synergy across the entire Georgia Tech body of research.the interdependence and importance of different stakeholder groups are recognized: researchers (faculty - academic, research, general; students; and post-docs), staff, strategic partners, sponsors (federal, state, industry, foundations), alumni, friends, and even administrators. The EVPR office exists to support the research enterprise. The requirements addressed by this work plan come from two surveys, many meetings with faculty and administrators, several offsite meetings, past studies (Ref 1, 2), and the GT strategic plan (Ref 3). A summary is listed in Atch 2 of strengths, weaknesses, opportunities, and threats. The work plan also aligns with and supports the implementation of the Georgia Tech strategic vision. Outcomes from task forces supporting the Georgia Tech strategic plan implementation will be incorporated at a later date (e.g. FIRE, GT:IPS, FlashPoint, BioImpact Commercialization Team). The EVPR office s actions for FY12 and FY13 were discussed at an offsite on June 2011 and are listed in Atch 1. This short document describes the EVPR office strategy and a resultant action plan. EVPR Office Strategy The EVPR office strategy has three strategic goals with related strategic objectives listed in Atch 3. o Create transformative opportunities o Strengthen collaborative partnerships o Enhance economic impact and societal benefit The EVPR office seeks to enhance support to all researchers and research activities at Georgia Tech by facilitating a coordinated effort from research administration, economic development, and internally strengthened partnerships between communication and development professionals in the strategic theme areas. Each strategic theme area involves collaboration across multiple traditonal academic disciplines. The intent is to communicate the totality and impact of GT research capabilities in ways that do not require knowledge of the internal structure of Georgia Tech. The strategic theme areas are an aggregation of 197 GT research centers, plans, and institutes. The strategic theme areas are listed in Atch 4 with associated IRCs. IRCs (Interdisciplinary Research Centers) report to the EVPR and support faculty conducting collaborative and interdisciplinary research within a strategic theme area where there is an economy of scale from shared administrative and infrastcuture support (e.g., space, equipment) for multiple research centers spanning various colleges and GTRI. 1

2 Actions Implement the acitons listed in Atch 1. Note this is an ambitious list of acitons. Best effort is expected with replanning as necessary. Thus, review and adjust the plan using monthly office reviews, feedback received from surveys and meetings with members of the research enterprise. Update the draft research center manual (last updated in 2006, see Ref 4). Implement a review process for IRCs in FY12 that involves a shared goverance process with senior faculty councils from the colleges, GTRI, and other units as appropriate. Provide quarterly progress reports to the research enterprise and post the reports on the EVPR web site. References 1. Faculty study on interdisciplinarity, Education Advisory Board report on interdisciplinarity, Georgia Tech strategic plan, Draft Georgia Tech center manual,

3 Attachment 1 - Action Plan for FY12-13 Processs Improvements 3

4 Research Communications 4

5 Thought Leadership Center Review and Sun Setting 5

6 Space, Synergy, and Collaboration 6

7 Attachment 2 - SWOT Analysis 7

8 Attachment 3 - Strategic Objectives Create Transformative Opportunities Provide unparalleled platforms and opportunities for game changing interdisciplinary research e.g., biotechnology, energy/sustainability, electronics/nanotechnology, manufacturing/logistics, materials, national security, robotics, systems Promote thought leadership e.g., champion advisory opportunities for faculty in DC & downtown Invest strategically e.g., invest in big ideas, promote interdisciplinarity and teamwork Strategically hire e.g., recruit the best in key strategic areas where we can lead and be pre-eminent Support & celebrate e.g., fast and transparent decisions, individual/team awards Improve our environment e.g. work with campus leadership to improve research administration, lessen the administrative burden, and enhance diversity Help with sponsors e.g., support sponsor visits Instill fiscal discipline e.g., budget and plan for equipment maintenance and support Coordinate and communicate effectively with Cabinet, Deans, and Schools e.g., do it! Adjudicate as required e.g., space, equipment Strengthen Collaborative Partnerships & Enhance Economic Development/Societal Benefit Unobtrusively align support teams in strategic theme areas e.g., a manufacturing renaissance in Georgia Create a more industry friendly face e.g., fast and friendly licensing approach, better web sites Secure state support for research infrastructure e.g., secure state interest and support for our strategy Strengthen collaborative partnerships e.g., Childrens Healthcare of Atlanta, Emory, Georgia Department of Economic Development, Georgia Research Alliance, World Economic Forum, Position ourselves as thought leaders in commercial markets e.g., be the steward of research roadmaps in key areas Bring the world here by attracting major corporations that locate next to our ATL campus e.g., explore a large company as VC approach, pursue a company/country strategy (perhaps a company rather than a country strategy) 8

9 Attachment 4 - Strategic Theme Areas (current IRCs are listed under appropriate strategic theme areas) Big Data High Performance Computing, Computational Science, Biotechnology and Biomedicine Institute for Bioengineering and Biotechnology (IBB) Electronics and Nanotechnology Institute for Electronics and Nanotechnology (IEN) Energy and Sustainability Strategic Energy Initiative (SEI) Infrastructure Water, Transportation, Urban Systems, Manufacturing, Logistics, and Trade Manufacturing Research Center (MaRC) Materials Carbon-based Electronics, Composites, National Security Paper Science and Technology Institute for Paper Science and Technology (IPST) People and Technology New Media Enabling New Organizations Institute for People and Technology (IPAT) Policy, Leadership, and Public Service Robotics Test & Evaluation, Training, Military and Commercial Apps Systems Aerospace, Mechanical, 9