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Koninklijke Militaire School
Organisatie van het onderzoek
Research activities are executed by people belonging to different organisations:
RMA is the “corporate university” of the Ministry of Defence and is governed by Belgian federal law. It is a military institution of university level, adhering to the Bologna declaration and it obtained its accreditation.
The Ministry of Defence supports the research activities in different ways: by providing
the academic staff, part of the research personnel, building facilities and some
of the research tooling. Indirectly it provides funding through the RHID-
Has the overall responsibility for all research activities at RMA and as such chairs
the SRC and de jure also RMA-
The SRC (Scientific Research Council) or RWO (Raad Wetenschappelijk Onderzoek) or
CRS (Conseil de la recherche scientifique) is chaired by the RMA-
Decide on the definition of the overhead taken by the RMA-
Mandate the DEAO to control the implementation and, when necessary, impose these politics and guidelines.
Control and approve/disapprove the action of the DEAO on a yearly basis.
Assign the Pole leaders
The DEAO has the role of vice-
Some of these tasks are to provide or coordinate:
Legal advice and support
Contractual management of non-
Financial advice and support for all budget lines
An efficient IT system to facilitate the budget follow up
The internal and external dissemination of the research activities of the RMA (e.g. website, annual report, organisation of symposia,…).
Dissemination of external research calls (RHID, EU, BelSPo, regions, communities,…).
Initiatives, using the overhead taken by RMA-
A research cell is the smallest research unit. It is an ensemble of people and facilities working in a narrow research field. A research cell has a team of least 3 (PhD) people with a cell team leader (CTL) (post PhD preferred), although in certain specific fields less people can be accepted. The CTL reports to the Head of Research (HoR). For a large RCell, a formal structure is needed and a RA (Research Associate) can lead the cell. For smaller entities, an informal structure may do.
A research unit groups one or more research cells in a specific research domain. The leader, called Head of Research (HoR) coordinates the research activities of the different research cells in his unit.
A RUnit may also develop activities generating income such as expertise work or laboratory analysis and certifications for the government or industry. It will then have a budget line to manage this activity.
In some exceptional cases, when a research domain just needs special attention and follow up without explicit research activities, or the sole activity is to provide expert services or laboratory analysis and/or certifications, a RUnit can be defined without RCell. In this case the RUnit will be manned by just one or a few people or technical personnel specialised in this specific domain.
The HoR manages the unit and reports to the HoD:
The unit human ressources
The budget lines assigned to the RUnit by the HoD.
The technical facilities associated with the RUnit
A RUnit can be member of one or different Poles or not belonging to a Pole at all.
A department is responsible for education in particular fields. It also regroups one or more research units in these fields.
The head of department (HoD) manages all aspects of the department.
He organises the lobbying activities looking for project partners and contacts in the framework of research sponsoring of international organisations like ESA, EC, etc.. and supports the submission and quality of the project proposals.
He is the final responsible for all resources used in his RUnits (human, financial
and material). He will establish a good balance between the available budgets based
on the current projects and the costs. He will assign a pilot for each budget-
At all moments, the HoD needs to be capable of reporting and justifying the budget distribution and consumption to the SRC via the DEAO. He will provide an annual report including financial balance statements, an overview of all current projects, the use of the budgets, the planning for the next year and a general planning for the coming 3 years.
The promotion of the research activities towards the external world is very important. The strength of such promotion (marketing) lies in the fact that one can propose an ensemble of research competences and capacities that cannot be handled by just one RUnit.
Negotiating the participation of the some or all of the RUnits of a pole in a project. He will receive a mandate of the HoR’s and/or HoD’s for these negotiations.
Coordinating the promotional (marketing) activity of the pole via a website or other (lobbying) activities.
Organising meetings with the HoR’s in order to define the marketing and lobbying strategy
Represents the pole in meetings in joint research programs
He has no other (financial or managerial) responsibilities. These remain at the level of the HoD’s.
He is proposed by the HoR’s involved to their respective HoD’s and gets his assignment from the SRC.
It should be clear that the Ministry of Defence plays a crucial role; it provides
research budgets (via RHID) for specific corporate research activities and staff
and facilities. However, RMA also submits project proposals to EC, ESA, etc... and
has as such other funding channels. In the framework of these channels, the Ministry
of Defence cannot act as contracting partner. Also, it has been accepted that revenues
can be generated through activities for industry or government and that these revenues
can be used to support the RMA research. RMA-