Regarding Martha Spalding Armstrong's question, I agree
with all the advice Mary Watson gave, but would add a few
more items.

Sponsored funding is a mechanism to enable faculty with an
interest in research to obtain support.  The key phrase
here is "...with an interest in research".  All our best
efforts as administrators don't amount to much if the
faculty has no interest in or incentives for research.

My advice is to find the faculty who are interested and
work with them first. You'll have a much easier time
showing results at the outset if you work with those who
are already motivated.  Meet with chairs and deans to
determine the best prospects.  Run some brown bag lunches
out of your office for faculty to talk about their
interests and the environment for research as they
perceive it.

Make sure you understand the power structure, i.e. who has
influence with the faculty.  In some places it's deans; in
others it's chairs.  Whatever the case, those people are
your allies in reaching the faculty.

As to policy, tenure and promotion are the best
motivators.  What is the policy in the institution with
regard to grants and research in these areas?  Very
important.

You didn't mention the teaching load at your institution.
This is another critical issue that gets into policy.

With regard to expectations, make sure everyone who
evaluates your efforts understands the lead time required
to show results.  Once you get some proposals into the
pipeline, you're looking at 6-9 months before any answers
are returned.  Once the grants start coming in, that alone
will generate interest among other faculty who could be
motivated.

Many of us use the triage model.  Some faculty will be
productive no matter what.  Others won't no matter what.
Then there's the middle group who, with some encouragement
will get their feet wet.  That's where you need to do most
of your work. One of goals is to develop a reputation for
service and the willingness to stick your neck out for
faculty.  "Oh it's due tomorrow?? -- Let's see what we can
do."  Much better than, "You must be crazy!"

The hardest part of this job is maintaining the critical
balance betweeen serving as a faculty advocate and
maintaining credibility with the administration as a
guardian of the institution's interests.

As in real estate, there are three concepts that make a
successful grants office - VISIBILITY, VISIBILITY and
VISIBILITY.

Hope this helps.

Andrew
-------------------------------------
Andrew J. Grant
Director of Foundation and Corporate Relations
The Jewish Theological Seminary of America
3080 Broadway, New York, New York 10027
Voice: (212) 678-8934; FAX: (212) 678-8941
E-mail: xxxxxx@jtsa.edu (Andrew J. Grant)
Date: 01/23/96
Time: 10:00:40