Leading Through Disruption: Protecting Research & Researchers Amidst the 2025 Funding Crisis

Today's research leadership is confronting extraordinary challenges:

As the NIH reduces indirect cost rates to 15% and recent executive orders target DEI programs in federal funding (1,2), research leaders face an intensifying challenge: How do we advance science when the infrastructure supporting our researchers is being dismantled?

This content reflects my perspective, shaped by conversations with research leaders across various institutions and my own leadership experience in research condensed into a framework designed to address the following challenges:

1. Restructuring operations amid reduced funding
2. Developing compliant frameworks for advancing research
3. Protecting our vital research workforce

Whether you lead a research group, an institution, or an organization, this practical framework is designed to help you navigate disruptions while safeguarding the integrity of science and scientists' well-being.

5R Framework for Research Leadership

From conversations with research leaders who are navigating these changes, I've observed that successful responses share common elements:

1. Recognize | Drives the protection of vulnerable team members, particularly early-career researchers, who form the backbone of our research enterprise.
2. Respond | Demands transparent communication about changes, impacts, and mitigation strategies.
3. Realign | Requires building strategic partnerships and diversifying funding sources to create sustainable research models.
4. Restructure | Focuses on creating shared infrastructure and optimizing resources across institutions and cross-sector organizations.
5. Reinforce | Ensures continuous assessment and adaptation of these strategies to maintain scientific integrity and workforce stability.

These insights and my leadership experience form the 5R Framework for Research Leadership—a practical approach to leading through disruption while protecting research excellence and researcher well-being.

I've outlined key steps, providing an example for each of the 5Rs below:

Recognize

1. Assess the disruption's immediate impact on research operations and teams
2. Gather reliable, up-to-date information from trustworthy sources
3. Evaluate vulnerabilities in funding, infrastructure, and personnel

Example: University of Michigan's Quick Assessment

Update on NIH indirect cost rate cap

Dear Colleagues, On Friday, the National Institutes of Health (NIH) announced an indirect cost rate cap of 15% for new and existing grants. The new rate, which is proposed to go into effect Feb. 10, replaces previously negotiated rates with universities and research institutions. U-M’s current negotiated rate with the federal government is 56%. “Indirect […]

U-M ResearchDon Jordan

• Immediately identified the specific financial impact: current negotiated rate of 56% versus new 15% cap
• Clearly outlined affected areas: laboratories, research facilities, IT services, and administrative support for compliance
• Leadership acknowledged uncertainty while taking concrete steps:
  • Engaged Office of Government Relations and Office of General Counsel
  • Working with federal agency contacts to understand grant-specific implications
  • Providing clear guidance to PIs about contacting program officers

OVPR is also working with our contacts at federal agencies to learn about implications for specific grants. Federal agency program officers have the authority, and the responsibility, to clarify whether a new federal directive applies to a grant.

Respond

1. Make timely, transparent decisions even with incomplete information
2. Implement immediate protective measures for vulnerable team members
3. Create emergency bridge funding or resource allocation plans

Example: University of Wisconsin-Madison's Immediate Action

Board of Regents address: Growing UW–Madison’s Future

facebook X On Feb. 6, 2025, University of Wisconsin–Madison Chancellor Jennifer Mnookin addressed the Universities of Wisconsin Board of Regents. In a talk titled, “Growing UW–Madison’s Future,” Mnookin shared highlights from 2024, acknowledged the uncertainties... Read More

Office of the ChancellorChancellor Mnookin

• UW-Madison spends $18.8 million weekly on federally funded research that could be affected
• The university immediately evaluated impacts on research activities, student opportunities, and infrastructure
• Chancellor Mnookin has directed a working group on emerging federal issues to track and assess relevant changes

In the short term, we’ve asked faculty and staff on federally funded projects to continue their important work (unless they receive a stop work order, with which they must comply) but to be cautious about making new commitments with federal funds given the substantial uncertainties we face. - Chancellor Mnookin

Realign

1. Identify organizations with shared values and complementary missions
2. Build multi-institutional or cross-sector collaborations to share infrastructure and expertise
3. Develop strategic partnerships to pool resources and maximize capabilities

Example: Brown University Leads Multi-Institutional Research Consortium Amid Federal Funding Uncertainty

Brown urges U.S. court to ensure continued flow of federal funding to support high-impact research

A declaration from the University’s vice president for research outlined impacts to research that benefits Rhode Island and the nation, should a federal pause on financial assistance take effect.

Brown University

• Brown serves as lead institution for a 10-member consortium including public and private institutions
• The collaboration manages $4.7 million in NASA funding (2020-2025)
• Partner institutions include Bryant University, Community College of Rhode Island, Providence College, Rhode Island College, University of Rhode Island, Roger Williams University, Salve Regina University, Wheaton College, and the Museum of Natural History & Planetarium

Brown works in partnership with the federal government in its research endeavors, and the institution shoulders a substantial portion of the research costs. In fiscal year 2024, Brown's total Research & Development expenditures totaled over $374 million, with Brown contributing $69.8 million. - Gary Hirth, VP for Research

Restructure

1. Consolidate research facilities and equipment across departments
2. Create shared service centers for critical research infrastructure
3. Implement cost-saving measures through vendor renegotiations

Example: Michigan State University's Consolidation and Shared Services Approach

Shared Research Infrastructure Awards Announced | Office of Research and Innovation

Office of Research and Innovation

MSU launched the Shared Research Infrastructure Program (SRIP) which:

• Consolidates research resources across departments
• Creates shared research cores and computing resources
• Implements strategic investment decisions for university-wide research infrastructure

To advance our research infrastructure, we need to understand where investment opportunities are and the SRIP program allows us to do just that. We want to have the maximum impact for as many researchers and students as we can to continue advancing innovative research for the long term at MSU. – Kay Connelly, Associate VP for Research

Reinforce

1. Maintain transparent communication about changes and progress
2. Create forums for addressing concerns and gathering feedback
3. Establish systematic review processes to evaluate effectiveness

Example: The University of Utah Leads Proactive Response to Federal Funding Changes Through Multi-Channel Communication Strategy

Update on Federal Funding: Supporting Our Research Community - Vice President for Research

U of U leadership is proactively engaging with leaders to stay informed and ensure the needs of our research community are heard during this time of adjustment.

• Regular updates through a dedicated VPR website providing real-time information on federal funding changes
• Direct agency-specific communications to Principal Investigators through the Office of Sponsored Projects
• Establishment of dialogue channels between researchers and assigned OSP officers
• Creation of systematic feedback mechanisms for their research community

The University of Utah's status as an R1 institution reflects our extensive portfolio, which spans from creative arts and healthcare to air quality and the Great Salt Lake. As the state's flagship university, we strive to tackle critical research needs and solutions that benefit Utahns and communities across the state. – Erin Rothwell, VP for Research

How can this framework be applied to address key questions concerning research leadership?

To demonstrate utility, I've applied this 5R Framework for Research Leadership to address three key questions directly related to top challenges research leaders are facing in light of changes to federal funding administration:

Looking Ahead: Policy Implementation and Updates

The landscape of research leadership continues to evolve as institutions navigate recent policy changes. A critical milestone approaches on May 21, 2025, when the Attorney General must submit an enforcement plan detailing:

• Implementation guidance for executive orders
• Criteria for civil compliance investigations
• Enforcement priorities and timelines
• Requirements for federal contractor certification

This report will provide essential clarity for research institutions about:

• Specific compliance requirements
• Enforcement mechanisms
• Documentation standards
• Certification processes

Updates to this framework and emerging examples of effective leadership responses will be posted here as institutions develop and implement strategic solutions. Follow Cuvette Collective for the latest insights on protecting research excellence and supporting research teams through this transition.

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