Support functions: making research more efficient -------------------------------------------------------------------------------------------------------------------------------------------------- An action plan to overhaul the organization of support functions ------------------------------------------------------------------------------------------------------------------------ The 2012-2015 Action Plan, based on two surveys of CNRS personnel, is intended to optimize support operations while ensuring both quality of service and local support to research units. The plan is based on two key concepts: maintaining the percentage of support personnel in 2012 (11.8% of the organization’s full time staff) and enhancing management processes through improved organization. This involves for example: • a new regional office in Villejuif—combining the former offices of Ivry-sur-Seine and Thiais; • more equitable allocation of resources between the 19 CNRS regional offices, while respecting each region’s specific characteristics; • reduced paperwork so as to receive, scan, and send invoices electronically to the corresponding departments and research units, through a single national department located in Nancy; Other measures in the Action Plan target a wide range of fields, from laboratory management tools to the organization’s recruitment process, catering, and occupational training. The savings resulting from these initiatives will be reassigned internally to improve support for laboratories. ‘CNRS support functions extend beyond the organization itself to benefit France’s scientific research as a whole.’ Xavier Inglebert, Chief Resources Officer The first survey, carried out in March and April 2011, was intended nuing education be organized? Which functions ought to be based to inform personnel of the data provided by IGAENR and to hear at CNRS headquarters? etc. Employees were invited to express their their comments. ‘Two main trends became apparent,’ says Xavier opinion on the feasibility and relevance of the proposals listed on Inglebert. ‘The first was concern about the method used. The se- each worksheet, and to add to or modify them. ‘The discussions cond underlined the role of CNRS support functions. These extend confirmed the wish to maintain an internal management function well beyond the scope of the organization and greatly benefit the in laboratories,’ summarizes Xavier Inglebert. ‘However, this ap- entire French research community, notably the UMRs through our proach does not exclude the possibility of partially pooling certain partnerships with universities and higher education and research functions between regional offices or with institutional partners or institutions.’ even centralizing them, providing there is sufficient interface with The second survey, carried out in June and July 2011, focused on the laboratories.’ Reports of both surveys were handed out to all reorganization proposals. Participants received 14 worksheets with CNRS personnel, and many suggestions were incorporated into the open questions to discuss: how should vocational training/conti- 2012-2015 Action Plan. 73 2011 A year at CNRS
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