In spring 2024, I made the decision to run for the SRAI Board of Directors. As with any significant commitment, serving on the Board requires time, dedication, and a deep understanding of the challenges facing the United States research enterprise as well as the international community. We must also consider the tools necessary for research administrators to navigate changing regulations, stricter reporting requirements, and increased administrative burdens.
Throughout my professional career in research administration, I have worked at universities both with and without academic medical centers, as well as a multiple-state healthcare system. While my current focus lies in post-award management and financial compliance, my skill set reaches beyond these areas. I began as a departmental administrator, eventually rising to the role of Associate Director of an interdisciplinary center. Later, I transitioned to a central office, where I negotiated complex contracts related to clinical trials and federal projects. Subsequently, I established a research administration office that bridges pre- and post-award functions. My time in healthcare deepened my understanding of clinical research, particularly in budgeting, contracting, and billing.
Running for the SRAI Board of Directors is my way of giving back to an organization that has played a pivotal role throughout my career. Early on, SRAI provided me with the foundational knowledge of research administration. As my career progressed, I turned to SRAI to stay informed about hot topics and ongoing changes. Even after three decades in research administration, I continue to rely on SRAI for insights into best practices and the latest developments.
Another compelling reason for my candidacy is my passion for creating an open environment for learning and collaboration. As co-chair of the Education and Professional Development Committee, my fellow co-chairs and I assessed our learning and training offerings to ensure they consistently meet our members’ needs. We refreshed content and introduced new training programs where gaps existed. Personally, I enjoy developing training materials, teaching, and delivering presentations. Mentoring and fostering growth in others aligns with the core mission of SRAI.
Looking ahead, I recognize both opportunities and challenges. Research security, financial compliance, and reporting will remain critical concerns, especially given federal agency audits. My approach involves considering these issues from multiple angles to benefit all our members.
Virtual learning has become integral to organizational strategies, and SRAI has embraced this trend through virtual trainings and conferences. We must continue leveraging virtual platforms to disseminate current content and share best practices, thereby expanding our reach and strengthening our organization.
Additionally, I actively engage with other organizations, such as the Council on Governmental Relations (COGR) and The Federal Demonstration Project (FDP), which directly collaborate with federal sponsors on behalf of our institutions. My involvement in committees and working groups within COGR and FDP enhances my ability to contribute effectively to SRAI leadership on current and future issues.
In summary, I am well-prepared to serve on the SRAI Board of Directors alongside esteemed colleagues. Throughout my career, I have embraced change—a quality essential for navigating ongoing concerns in research administration and serving our membership community.
Authored by Maria Soliman, Director
University of Iowa
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