Why is developing training so hard?

1. Integrated Department Administrator Training:Uniting Research Administration Across College and Administrative Units

2. Andrea R. Ward Ross, Ph.D., CRAAssistant Dean, College of Arts and SciencesThe Ohio State UniversityKarla Gengler-Nowak, Ph.D., CRAAssistant Director, Office of ResearchCollege of MedicineThe Ohio State UniversityAimee Nielsen-Link, CRADirector, Health Sciences OfficeOffice of Sponsored ProgramsThe Ohio State UniversityTom Kornacki, CRADirector, Office of Sponsored Programs and ResearchBowling Green State University

3. Why is developing training so hard? OSU is not huge - it is VAST 64,077 students (49,195 undergraduates) 465,000 living alumni 1,700 acres, 457 buildings (Columbus campus only) 14 colleges, 175 available undergraduate majors 22,372 regular staff (not including students workers) 3,881 faculty Extremely decentralized Faculty and staff culture

4. Why is developing training so hard? Even though BGSU is smaller, more centralized Non-buy-in culture Issues with policies and procedures Overcoming the past is always difficult Similar to OSU in terms of people-problems

5. Two Worlds Collide Personnel flow is from Sponsored Programs to Campus – knowledge gap Majority of campus personnel not familiar with Sponsored Programs requirements Top down information flow Connection between Sponsored Programs and Campus not communicated What’s missing? Translational Training – Making the Connection

6. Bridge Builders Experience from OSU: From cube mates to leadership partners across colleges and units Take home lesson #1: Find your bridge builders! Experience from BGSU: From administrative office to administrative office and then to the campus Take home lesson #2: Many issues facing Sponsored Programs cannot be solved alone and need input from Finance, Legal Counsel, Internal Auditing, Student Employment, Risk Management, etc.

7. Getting Started Identify the training topics Internal and external audit findings Staff needs and gaps Conversations with PIs Find out what is already available and assess gaps Build your network and gather SMEs Just do it! – Pilot small credible training unit to build upon Build credibility and reputation

8. Administrative Buy In Difficulties at both universities Talk to your supervisor Support from the top for you They can encourage and enable attendance People may feel threatened – prepare for it Results of pilot program important Conversations with thought-leaders

9. Building Your Program Be concise - Parse out topics into 60-90 min segments Advertise in appropriate venues Deliver consistent, positive, mutually supportive messaging

10. Assessing Your Program Are people attending Take attendance Registration or open attendance? Do program assessments Critical for pilot Necessary for growth, modification and justification of program Constantly review the material Retool, replace obsolete workshops

11. Continuous learning

12. Pitfalls and Problems in Delivery Dull speakers Stale or out of date material Not understanding the politics and culture of institution Talking above or beneath your audience Being afraid to say “I don’t know” Poor advertising Being impolitic and undiplomatic Failure to establish classroom etiquette Plagiarism

13. Pitfalls and Problems in Administering Trainer burnout Spread out the teaching load Recruit new trainers Failing to maintain communication and relationships with key leaders Failing to maintain the integrity of program Credible trainers Maintain an appropriate administrative home for the program

14. Sustaining Training Long-term Make training integral to institution Required part of employee training and development Consistent support by institution leadership

15. What do our programs look like?

16. What do our programs look like?

17. Questions?