division of research and economic development fy12 budget presentation to the sbpc 6/8/10 office of...

Division of Research and Economic Development

FY12 Budget Presentation to the SBPC6/8/10

Office of the Vice President for Research & Economic Development

Fundamental Principles

• One of the fundamental principles of The Division of Research and Economic Development is to provide a sufficient level of support that will lead to increased excellence in research and scholarship across all of the University’s disciplines.

• Nevertheless, overhead dollars generated by external grant and contracts are absolutely fundamental to reaching our research aspirations.



Overhead Funds

FY11 Allocation

110-3208-0000 Division Operating Fund 2,611,604.00 110-7001-0000 Match and research support 1,224,482.00

Total 3,836,086.00

State funds FY11 Allocation

100-3208-3016 Council for Research Grant Program 67,000.00 100-3209-000 External Affairs one FTE 92,312.00 100-7000-3011 Patent & Legal Expense 144,000.00 Support for undergraduate research program 30,000.00

Total 333,312.00

FY11 Budget for the Division of Research and Economic Development

100 Funds 333k110 Funds 3.8M

92.1%

7.9%

Total 4.169M

The Problem:Growth in Federal Funding

• National average R&D expenditures increased by 117 percent from 1996 to 2006.

• URI’s federal research funding grew by just 29 percent during the same time period.

• Neighboring research universities more than doubled their federal funding during this period; for example:– UNH 271 percent– UVM 162 percent– UConn 136 percent



* FY2010 YTD from July 1, 2009 – April 30, 2010

Office of the Vice President for Research & Economic Development* FY2010 YTD from July 1, 2009 – April 30, 2010

F&A (overhead) FY2000 – FY2010* (through YTD 2010)($Millions)

The Fix:Strategic Priorities

• Establish a new and fifth URI Division• Advocate for URI Research and Scholarship• Optimize funding opportunities; state, federal,

private, and corporate• Establish the URI Research Foundation• Advance public relations efforts that bear on

the URI research enterprise


Progress: Strategic Priority #1 (Division)Establish New Division & VPR

• Division is established with administrative and budgetary policies and processes in place with the aim to provide an effective administrative infrastructure to optimize our research and scholarly aspirations.

• Chief research officer position elevated to Vice President level.


Progress: Strategic Priority #1 (Division)Missions

• Engage all of the University’s disciplines to seek solutions to a host of critical issues that not only affect our state but also our region, nation, and the world.

• Enhance economic development in our state by the commercialization of the products, technologies and processes that stem from our research and scholarship.


Progress: Strategic Priority #1 (Division)Steps Achieved

• New Asst VP to ensure that the needs of the faculty are being addressed and met.

• Elevated Director Tech Transfer to Asst VP to provide more direct management and continuous support for URI IP.

• New Director of Sponsored Projects Review (pre-award).• Office of Research External Relations created with new

Director.• Two DC-based consultants retained to better position URI

to receive federal funding. Augment Office of Research Development and URI earmark requests.

• Significant efficiencies in place; e.g., Cayuse (pre-award), IRBNet (Compliance), Tech Tracs (IP).

• Division continues to work with Huron Consulting Group re pre- and post-award merger.


Progress: Strategic Priority #1 (Division)Accomplishments (1-2)

• Significant positive outcomes resulting from enhanced administrative efficiencies and support, and enhanced collaboration between faculty and research staff include:– FY09 record year for proposals, awards, and

overhead generation (Appendix B Table 1, 2, 4)– FY10 YTD data area ahead of FY09 record year

data (Appendix B Table 1, 2, 4)


Progress: Strategic Priority #1 (Division)Accomplishments (2-2)

• Increased overhead share to Division results in increased funding to faculty and students:– Graduate and undergraduate research award

programs each increased from $10K to $40K– CFR internal award programs increased from $90K to

$150K– New awards “Equipment and Laboratory

Infrastructure Renovation” at $500K– New awards “Arts, Humanities, and Social Sciences

Seed Funding” at $50K– Graduate Student Tuition Differential at $150K– $910K Total FY10 support for internal awards


Strategic Priority #2: AdvocacyProgress

• Creation of independent Division and senior administrator CRO afforded advocacy opportunities at private and public levels :– Institutional– State– Regional– National– International


Strategic Priority #3:Optimize Funding Opportunities Progress

• Internal research & scholarship awards: – FY09 at $260K– FY10 at $910K

• DC-based consultants– TIG; proposal development and enhancement– VSA; revised earmark process


FY 2010 Allocation 1,224,482.00 (including carry-over)

I.Match Paid 46,094.00 Encumbered 1,212,933.00

1,259,027.00

I.Research Support Internal Grant Programs CFR CE and PD 49,185.00 Grad awards 10,000.00 Undergrad awards 9,714.00

68,899.00

Grad Research Tuition Differential Fellowship 150,000.00

Misc Support EPSCoR Dues w/Brown 15,000.00 Supplement State Funds for patent expense 49,093.00 GSO Marine Res Scientists 266,000.00 Direct support to research 338,227.00

668,320.00

887,219.00

SUMMARY Beginning Balance 1,224,482.00 Total expenses 933,313.00 Ending balance 6/4/10 291,169.00

Encumbrances 1,212,933.00 Office of the Vice President for Research & Economic Development

Strategic Priority #4: Establish URIRFProgress (1-2)

• Enabling Legislation signed into law July 2007• URI-URIRF affiliation agreement, URIRF By-laws crafted

and approved 2007 & 2008 respectively• RIBGHE designates URIRF sole agent for URI IP

management April 2008• URIRF Board of Directors; leaders in market sectors

that represent signature and emerging URI strengths• First operating year revenue $770K, FY09• 501(c)(3) public non-profit status 2010 independent

from URI


Strategic Priority #4: Establish URIRFProgress (2-2)

• As a public non-profit, URIRF can operate to commercialize URI protected IP in ways that URI cannot

• URIRF is self-sustaining and does not receive support from URI or State, or private donations

• URIRF revenue will:– reward inventors– fund IP management and commercialization expenses – support faculty in their commercialization efforts

• URIRF engaging increasing number of faculty in commercialization and start-ups

• URIRF represents a critical component on URI’s efforts to enhance state economic development, workforce development, and high-paying job creation


Strategic Priority #5: Advance Public RelationsMission & Progress

• Office of External Research Relations was created to tell the story of the significance of URI research and scholarship to the goals of our state, region, and nation.

• “Research and Innovation” – Distributed across the nation to 600 research universities– Congressional Members– State and local governments– Private sector partners

• Manages:– Website– Electronic communications (e.g., RESRCH-L)– Variety of annual reports and special events


Highest priority needs for FY12 Ledger 100 (state appropriated general fund)

• No additional ledger 100 funding• Division FY12 ledger 100 remains level with FY10

– 1 FTE $92k (salary&benefits)– CFR Grant Programs $67K– Patent&License Expense $144K

TOTAL $333k


Highest priority needs for FY12 Ledger 110 (overhead fund)

• Addition of 3 staff FTE (salary and benefits)

– IRB coordinator $58.8K– IP Marketing Analyst $105K– Patent Attorney $79.9K


Justification and Benchmarks IRB (Research Compliance)

• Research Compliance cannot meet increasing federal mandates on conflict of interest, export control, RCR, and proper use of humans, animals, and recombinant DNA with additional FTE.

• Survey: “Public Responsibility in Medicine & Research”– URI is in top 30 percent of IRB workload– URI is in bottom 10 percent of IRB staffing


Justification and Benchmarks Intellectual Property Management

• Prior to 2007, URI-URIF had 4 FTE assigned to IP management and commercialization

• AUTM survey shows median of 4 FTE at 4 URI peers that took part in survey

• Institutions with comparable research activity have larger IP staff

• Montana State University has 6 FTE for this purpose


division of research and economic development fy12 budget presentation to the sbpc 6/8/10 office of...

Documents

division of research

research support

research aspirations

uri research foundation

research grant program

uri research enterprise

undergraduate research

uris federal research