When the George Washington University needed an experienced leader to guide its research enterprise through periods of transition, it turned to Robert H. Miller twice. Miller, a neuroscientist who serves as the Vivian Gill Distinguished Research Professor, professor of anatomy and cell biology and vice dean in the School of Medicine and Health Sciences, served as GW’s vice president for research from 2018 to 2020 and returned in July 2024 to lead the university’s central research office. Both terms coincided with pivotal moments for academic research: the COVID-19 pandemic during his first tenure and rapid changes in the federal landscape during his second.
As Miller wraps up his second tenure leading GW’s central research office, he reflects on the strength of the university’s research community, the work of the Office of the Vice Provost for Research (OVPR) and the importance of building infrastructure that helps faculty, staff, postdocs and students pursue discovery.
Q: You have led GW’s research enterprise during two very different but pivotal moments. How do you think about those periods of service?
A: Both periods presented different challenges, but they also demonstrated the strength and adaptability of GW’s research community.
During my first tenure, the pandemic required extraordinary flexibility from investigators, laboratory teams, staff and students. People had to adapt quickly, shift how they worked and, in some cases, pivot entire research agendas to contribute to understanding and combating the pandemic.
This most recent period has brought a different kind of uncertainty, particularly around federal policy, regulation and the future of the partnership between universities and the nation’s most significant source of research funding. Those challenges are still unfolding, making it even more important for OVPR to help the university respond thoughtfully and ensure researchers have the support they need.
Q: What role has the OVPR team played in helping GW navigate these periods?
A: The OVPR team deserves enormous credit. Any progress made during the last few years reflects their expertise and commitment to service. A central research office touches almost every part of the research enterprise, from proposal and award management support, to compliance, human research protections, research development, shared facilities, innovation and partnerships. When those systems work well, researchers are better able to focus on the things they do best: discovery, scholarship and impact.
Q: What recent operational improvements have been the most important?
A: The focus has been on making research support more efficient, accessible and responsive.
Some changes are highly visible. The continued implementation and refinement of the Research Support Team model is helping align proposal submission and award management so investigators have clearer support across the life cycle of a project. The Research Enhancement Unit has expanded grant-writing workshops and consultant support to help investigators compete for new funding. The Office of Human Research has introduced regular office hours and worked to reduce startup times for multi-site projects that involve human volunteers.
Equally essential has been improving how OVPR works with partners across the university, including information technology, the libraries, compliance, human resources, finance and the schools. The Research Data Management Task Force is one example, bringing together colleagues from multiple units to better understand and support researchers’ data management needs. Strengthening those connections makes the research enterprise more coordinated and responsive.
Other improvements are less visible but just as important. The launch of iLab streamlined scheduling and billing for shared research facilities, and the university’s Allegations of Research Misconduct Policy was revised to align with federal requirements. These systems and policy improvements require deep technical expertise and are critical to supporting ethical, compliant and efficient research.
Q: As you look back on your second tenure as vice president for research, what are you most proud of?
A: One of the things I am most encouraged by is the way teams across GW are working together to advance the university’s research mission. In this role, I have increasingly seen offices reducing barriers and strengthening connections. More offices beyond OVPR are embracing their role in supporting scholarly activities. That is a meaningful difference between my first and second tenures.
I am especially proud of the OVPR teams who bring professionalism, expertise and dedication to their work, even during demanding times. And I am proud of GW’s researchers, who continue to pursue ambitious work in a challenging environment. That sense of collective ownership is essential to the future of GW research.
Q: How has GW raised the visibility and impact of its research and innovation?
A: GW has an extraordinary research community, and part of OVPR’s role is to connect that work with external audiences.
InnovationFest was an important example. Designed as a university-wide showcase that complemented school-based events, it gave potential collaborators and funders an opportunity to explore GW’s high-impact research. It also brought the university community together to celebrate the creativity, breadth and impact of GW research.
The university has also deepened its relationship with the American Association for the Advancement of Science (AAAS), joining as a founding institutional member in summer 2025 and expanding GW’s presence at the organization’s annual meetings. Engagements like these place GW researchers in national and international conversations.
Innovation and entrepreneurship programming has also grown substantially. Recent initiatives such as the Innovator’s Academy, a new international track in the New Venture Competition and an I-Corps program tailored to teams working in the defense sector have helped strengthen GW’s reputation as a driver of economic impact in the region and a hub of entrepreneurial activity.
Q: What comes next for GW’s research enterprise?
A: GW has a strong foundation to build on, and the university’s strategic framework gives us an opportunity to be even more intentional about where and how we lead.
One promising area is the continued development of a more connected interdisciplinary research ecosystem, making it easier for faculty, students and staff across schools to find one another, build collaborations and address complex problems. That has been a focus of the Interdisciplinary Research Ecosystem Working Group, and it is also an area where Provost Edward J. Balleisen brings deep experience. GW’s Trustworthy AI Initiative is one example of the kind of faculty-driven, cross-disciplinary effort that can grow from that approach.
Convening power is also one of GW’s great strengths. Because of its location and academic breadth, GW can bring scholars, policymakers, practitioners, industry leaders and community partners together around issues of global consequence that require thoughtful, evidence-based solutions.
I have seen the resilience, creativity and talent of this community firsthand. GW is well positioned for what comes next because of the people who pursue high-impact work and the teams that help make that work possible.
Effective July 10, Evangeline J. Downie will assume the role of interim vice president for research, beginning the next chapter in the university’s research enterprise. Miller will remain in his leadership roles within SMHS, continue to serve as co-chair of the Interdisciplinary Research Ecosystem Working Group and support the Capital Medical Group transition.