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• W2993291219 abstract "Argument for Research Administrator Certification During a recent planning session for SRA's 1992 meeting, I asked a colleague new to research administration for some ideas for workshop topics. I made a few suggestions, such as Budgeting for Proposals or Post-Award Administration and A-21. My colleague seemed puzzled and asked, What is A-21? Many people in research administration acquire the knowledge needed to perform their jobs through a random, catch-as-catch-can approach that is hardly the best way to learn about the Established requirements for research administrator certification would assure that people were taught essential information in a systematic way so that they could perform well and understand the rationale behind the policies and procedures that govern research administration. Research Administration as an Evolving and Dynamic Field Sponsored program administration is a career field that is still evolving, but discussions about professionalization and certification have been going on for over a decade. [1] total number of administrators performing sponsored projects duties grew from only a few in 1946 to several thousand in 1982. [2] In 1990, close to 10,000 people can be classified as sponsored project administrators in the United States, Canada, and Puerto Rico (this figure does not include the administrators in other foreign countries). number of members participating in the Society of Research Administrators (SRA) and the National Council of University Research Administrators (NCURA) reflects this growth. In 1982, both SRA and NCURA had approximately 1,500 members in each association. Today, SRA has 2,550 members, and NCURA has 2,200, [3] a level of professional membership that is large and strong enough to support numerous activities in both associations and three journals. Professionally, we should be at the certification level. Beasley and colleagues have noted that The growth in size and sophistication in sponsored projects administration has changed from the one-person office to one populated by many people performing specialized duties. centralized office usually is staffed by a director and several specialists; e.g., a budget analyst, proposal development officer, information specialist, pre-award grants specialist, and a post-award services officer. proliferation of specialists is an indication of the maturation of this field. [4] Beasley, Dingerson, Hensley, Hess and Rodman (1982) discuss the increased number of educational opportunities for improvement of knowledge and skills. Conferences and workshops are offered on a regular basis by SRA, NCURA, universities and others and cover such topics as How to Stimulate Faculty to Write Proposals, How to Organize Your Office, How to Computerize a Grants Accounting System, How to Comply with Federal Regulations, and other programs that are aimed at the needs of sponsored project administrators. popularity of such programs indicates members' interest in individual improvement. Six criteria generally are used to define a profession: 1) An advanced body of knowledge and skills; 2) A long period of advanced training; 3) Rigid standards of entrance usually measured by examination; 4) Licensing or certification of members; 5) A code of ethics; and 6) Disciplinary procedures determined and regulated by the members. [5] Although sponsored projects administration currently does NOT meet the requirements for a profession, there have been a few efforts by individuals and organizations to define the duties of sponsored projects administrators and establish a formal educational program leading to a baccalaureate or master's degree. Generally, sponsored projects administration faces two problems in establishing itself as a profession: 1) Most sponsored projects administrators are not self-employed and have a difficult time establishing conditions of employment, licensing requirements, and the right to expel incompetent members. …" @default.
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