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Research in Higher Education
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US Leadership in Academic Research
35-40 of Top50 ResearchUniversities
More international students enroll
in U.S. research universities thantheir counterparts elsewhere
~60% of NobelPrize Winnerssince 1930s
Source: National Research Council. Research Universities and the Future of America: Ten Breakthrough Actions Vital to Our Nation's Prosperity and Security. Washington, DC: The National Academies Press, 2012
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Contributions to the US Economy
MIT4,000 MIT-related companies1.1 million people employed
Annual world-wide sales of $232 billionEquivalent to among the 40 largesteconomies in the world
Source: National Research Council. Research Universities and the Future of America: Ten Breakthrough Actions Vital to Our Nation's Prosperity and Security. Washington, DC: The National Academies Press, 2012
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Sensational Products
Basic research has a 25 year pay-off:It takes that long to realize (andsometimes recognize) the potential of a
break-through innovation .
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What happened?
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Government, businesses and highereducation partnership weakens
Unstable and declining federal funding foruniversity research
Cuts in state funding for higher educationBusiness and industry have largely dismantledthe large corporate research laboratories thatdrove American industrial leadership
Concerns about academia’s track record inmanagement, productivity, and cost efficiencyIncreases in R&D funding in other countries
Source: National Research Council. Research Universities and the Future of America: Ten Breakthrough Actions Vital to Our Nation's Prosperity and Security. Washington, DC: The National Academies Press, 2012
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Increases in R&D funding in other countries
34 11 3 2
0 5 10 15 20 25 30 35 40 45 50
USA UK and EU Other OECD Non-OECD
Source: Organisation for Economic Co-operation and Development, 2013
Non-OECD includes Brazil, China, Chinese Taipei, Hong Kong, China, India, Iran, Lithuania, Malaysia, Singapore, South Africa and Thailand
Other OECD includes other European, Australia, Canada, Israel, Japan, Korea, Mexico, and New Zealand
US Ranking on the GlobalCompetiveness IndexWorld Economic Forum in 2013: #5
Location of top 50 universities
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Operational challenges
Declining opportunities for new facultyUnderinvestment in campus infrastructure,particularly in cyberinfrastructure
Accumulating regulatory and reportingrequirementsResearch sponsors do not always pay the fullcosts of research
Increased competition for internationalstudents, researchers, and scholars
Source: National Research Council. Research Universities and the Future of America: Ten Breakthrough Actions Vital to Our Nation's Prosperity and Security. Washington, DC: The National Academies Press, 2012
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But our Grand Challenges remainMake solar energy economical Provide energy from fusion Develop carbosequestration methods Manage the nitrogen cycle Secure cyberspace
Engineer better medicines Advance health informatics Restore and improveurban infrastructure Reverse-engineer the brain Prevent nuclear terror Provide
access to clean water Enhance virtual reality Advance personalized learning
Engineer the tools of scientific discovery Develop more effective educatio programs Develop better health care programs Understand violence,suicide, abuse, neglect, addiction, and mental illness Mitigatefanaticism, extremism, and terrorism Protect confidentiality and privacy Fostesocietal resilience in the face of both natural and human- made disasters Fosterculture of creativity and innovation Address the long-termsustainability of civilization within Eart h’s ecosystems
Sources: Grand Challenges of Engineering, National Academy of Engineering, National Research Council, 2008.Social, Behavioral and Economic Research in the Federal Context, Report of the National Science and
Technology Council Subcommittee on Social, Behavioral and Economic Sciences, January 2009
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Research Computing
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Staffing
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IT FTE by IT domain
8% 2%1%
2%2%
3% 3%
0%
10%
20%
30%
40%
50%
60%
70%
80%90%
100%
AA Priv Pub Priv Pub Priv Pub
BA MA DR
Other IT Domain
Information Systemsand ApplicationsIdentity Management
Information Security
Enterprise Infrastructureand ServicesCommunicationsInfrastructure ServicesData Center services
Research ComputingServicesEducational TechnologyServicesIT Support Services
Administration andManagement of ITCDS2013 M1Q24
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How is your institution organized tosupport research?
CDS2013 M4Q1
47% 47% 46%
41% 41%
33%
24%
15%
9%
7%
27%31%
2011 2012 2013
departments independentlyprovide research IT services
minimal resources
planning an integrated setof research IT services
integrated set of researchIT services
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Consulting and support servicesPrimarily central IT
36% 30%
0%
10%20%30%40%50%
60%70%80%90%
100%
Consulting/support for storage solutions anddata access, including
those mandated byfederal grants
Consulting/support for high-performance
computingconfiguration and
operation
Primarily central IT
Shared between central ITand other admin or academicunit(s)Primarily other admin or
academic unit(s)
Primarily system or districtoffice
Primarily outsourced togovernment agencies or other non-commercialPrimarily outsourced tocommercial service providers
Not applicable - service notprovided
CDS2013 M4Q2
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Consulting and support servicesPrimarily shared
CDS2013 M4Q2
42%39%
35%
0%10%20%30%40%
50%60%70%80%90%
100%
Review and/or approval of other
technical aspects of research projects
Review and/or approval of
information securityplans for researchinvolving sensitive
data
Hosting or facilitatingevents to introducenew technologies to
and shareexperiences among
researchers
Primarily central IT
Shared between centralIT and other admin or academic unit(s)Primarily other admin or
academic unit(s)
Primarily system or district office
Primarily outsourced togovernment agencies or
other non-commercialPrimarily outsourced tocommercial serviceprovidersNot applicable - servicenot provided
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Consulting and support servicesPrimarily other unit
CDS2013 M4Q2
56%
48%
34%
0%10%
20%30%40%50%
60%70%80%90%
100%
Assistance inpreparing
research grantapplications
Statisticalconsulting
Review and/or approval of NSF-
required datamanagement
plans as part of NSF proposals
Primarily central IT
Shared between central ITand other admin or academicunit(s)Primarily other admin or academic unit(s)
Primarily system or districtoffice
Primarily outsourced to
government agencies or other non-commercialPrimarily outsourced tocommercial service providers
Not applicable - service notprovided
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Consulting and support servicesPrimarily not provided
CDS2013 M4Q2
43% 42% 36% 30%
0%
10%20%
30%
40%
50%60%
70%
80%
90%100%
Consulting/support for visualization
Consulting/support for access to federally
funded research
resources
Consulting/support for access to commercial
cloud computing
resources
Consulting/support for software developmentand software porting
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Operational research services offered
40%
40%
52%
60%
64%
69%
70%
81%
82%
82%
88%
30%
30%
47%
54%
58%
65%
70%
79%
73%
83%
An integrated system of research-related services, sometimes knownas cyberinfrastructure or support for e- science
Institutional grid computing services
High-throughput computing services
High-performance computing services
High-performance external network provisioning
Access to specialized scientific apparatus (e.g., telescope, sensornetwork, etc.)
High-performance network provisioning within the institution
Data management, storage and curation services
Management of research servers owned by academic units
Provision of data center facilities for academic units to operate theirservers
Videoconferencing services
Offered in 2011 Offering Service
Not assessed in 2011
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Operational research services offered
40%
40%
52%
60%
64%
69%
70%
81%
82%
82%
88%
30%
30%
47%
54%
58%
65%
70%
79%
73%
83%
An integrated system of research-related services, sometimes knownas cyberinfrastructure or support for e- science
Institutional grid computing services
High-throughput computing services
High-performance computing services
High-performance external network provisioning
Access to specialized scientific apparatus (e.g., telescope, sensornetwork, etc.)
High-performance network provisioning within the institution
Data management, storage and curation services
Management of research servers owned by academic units
Provision of data center facilities for academic units to operate theirservers
Videoconferencing services
Offered in 2011 Offering Service
Not assessed in 2011
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Most common management models
Central ITHigh-performance networkprovisioning within theinstitution (90%)High-performance externalnetwork provisioning (80%)
Provision of data centerfacilities for academic units tooperate their servers (67%)Videoconferencing services(64%)High-throughput computingservices (43%)High-performance computingservices (43%)Institutional grid computingservices (34%)
System Access tospecializedscientific apparatus(e.g., telescope,sensor network,etc.) (68%)Institutional gridcomputing services(34%)
SharedManagement ofresearch servers ownedby academic units (48%)
An integrated system ofresearch-relatedservices, sometimesknown ascyberinfrastructure orsupport for e- science(45%)Data management,storage and curation
services (44%)
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Outsourcing is uncommon
Most commonly outsourced services are:High performance network provisioning (5.4%)High throughput computing services (5.1%)Institutional grid computing services (4.6%)
An integrated system of research-related services(4%)
Outsourcing is almost always to non-commercialservices providers
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Research computing practices
8%
10%
10%
12%
11%
13%
8%
4%
8%
6%
8%
9%
21%
30%
25%
27%
27%
27%
10%
5%
8%
5%
7%
8%
16%
13%
10%
12%
16%
12%
3%
4%
4%
3%
1%
3%
12%
16%
10%
11%
12%
11%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Funding model
Data management
Central IT staffing
Collab/team-based science approach
Planning
Central IT support
Effective strategy or practice; works well for my institution and was scalable/replicable
Effective strategy or practice; works well for my institution but was not scalable/replicable
Some what effective strategy or practice; focus on improving
Some what effective strategy or practice; no focus on improving
Ineffective strategy or practice; focus on improving
Ineffective strategy or practice; no focus on improving
No strategy or practice; plans for developing
No strategy or practice; no plans for developing
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Number of research services offeredrelated to CIO’s reporting relationship
0
5
10
15
20
CFO VP Administration Provost President
Who CIO Reports to
Averagenumber of
researchservicesoffered
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Expenditures
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Percent spent by IT domain
CDS2013 M1Q16,19,20
3%
17%
1%
2%
13%14%
6%
2%11%
16%
15%
0% 5% 10% 15% 20%
Other IT Domain
Information Systems and Applications
Identity Management
Information Security
Enterprise Infrastructure and ServicesCommunications Infrastructure Services
Data Center services
Research Computing Services
Educational Technology ServicesIT Support Services
Administration and Management of IT
Outsourcing In house
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Central IT operating expenditures
1%
0%
0%1% 1%
2%2%
0%
10%20%
30%
40%
50%
60%
70%
80%90%
100%
AA Priv Pub Priv Pub Priv Pub
BA MA DR
Other IT Domain
Information Systems and ApplicationsIdentity Management
Information Security
Enterprise Infrastructureand ServicesCommunicationsInfrastructure ServicesData Center services
Research ComputingServicesEducational TechnologyServicesIT Support Services
Administration and
Management of ITCDS2013 M1Q16
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Central IT capital vs. operating15% 18%
5%13% 11% 13% 9%
0%
10%
20%
30%
40%
50%
60%
70%
80%90%
100%
AA Priv Pub Priv Pub Priv Pub
BA MA DR
Capital ExpenditureOperating Expenditure
CDS2013 M1Q13
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Administrative53%
Teaching andLearning
39%
Research4%
Other4%
CDS2013 M1Q17
IT expenditures by institutional mission
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Percent of IT budget spent on research mission
0%
2%
4%
6%
8%
10%
12%
CFO VP Administration Provost President
CIO doesn't sit on Cabinet CIO sits on Cabinet
Who CIO Reports to
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Greater allocation of IT budget to researchassociated with more research services
0%
5%
10%
15%
20%
25%
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22Number of research services and technologies
% of ITBudget
Spend onResearchMission
Average allocation to research: 4%
Average number ofresearch services: 11
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Relationship between research,administrative, and teaching spending
-10%
0%
10%
20%
30%
40%
50%
60%
70%
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
% on Research % on Teaching % on Administration
Number of Research Services and Technologies
% of ITBudget
Spend onResearchMission
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A Maturity Model for Research Computing
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ECAR Research Computing Maturity Index
http://www.surveygizmo.com/s3/1125699/Res
earch-Computing-Maturity-Index
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Maturity: Central IT involvement andservice quality
Research computing is prominent in Central IT strategic plans . Most of our Central IT staff are aware of the benefits of providingresearch computing services. Central IT has regular communication with researchers regarding theirresearch computing needs.
Central IT plays an integral part in providing research computingservices on campus. Central IT staff are frequently written into research grants to provideresearch computing services. Central IT regularly communicates with researchers across campusregarding the research computing services that are available. Central IT is proactive rather than reactive in responding to researchcomputing requests. The wait time for research computing consulting assistance is adequate. The wait time for other research computing requests is adequate.
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If we knew what it waswe were doing, it wouldnot be called research,would it?
- Albert Einstein
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Thank you!Susan Grajek, Ph.D.