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Report of the Work Group on Research Administration

Research Administration Work Group Members

Faculty Staff

Mike Strand, Entomology Shannon Kennedy, Plant Biology

Diana Downs, Microbiology Chad Cleveland, Accounting

Phaedra Corso, Health Policy Pam Ray, Contracts and Grants

Tim Heckman, Health Promotion Kim Wright, Education

Mike Pierce, CCRC Shay Ray, CCRC

C. J. Tsai, Forestry Regina Smith, OVPR (Chair)

Biao He, Veterinary Medicine

Dexi Liu, Pharm. & Biomedical Sci.

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Three General Themes Emerged:

1. Demand for Better Customer Service Across Campus.

2. Too Few Qualified Research Administrators to Assist PIs.

3. Improvements Are Needed in Communication.

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List of Major Recommendations

A. Working and communicating as a team:

1. Combine pre- and post-award grants administration under the VP for Research. Encourage pre- and post-award teams with cross-training. Consider identifying a primary point of contact to expedite/coordinate responses to frustrating issues.

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2. Develop a unified, team-like communications approach across units responsible for research administration, including websites, orientation materials, unit visits, etc. Engage outside experts in evaluating strategies for improving communications.

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3. Articulate the importance of customer service in research administration, implement one or more system(s) to assess it, and incorporate this information into performance reviews. Consider group training exercises to reinforce the importance. Engage outside experts as necessary.

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B. Expanding research administration:

1. Expand the number of cross-trained pre- and post-award research administrators available to units across campus using a shared-services (hub) model.

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2. Work in collaboration with the colleges to expand the Designated Limited Submission Authority (DLSA) program established by the Office of Sponsored Programs and train DLSA individuals on both pre- and post-award administration. Include DLSAs in quarterly OSP/C&G meetings and Research Administration Discussion Group meetings.

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C. Examining UGA’s risk tolerance:

1. Charge a high level group of administrators from F&A, OVPR, Legal Affairs, Internal Audit, and possibly the Offices of the President and Provost with examining UGA’s balance of risk aversion/risk acceptance and making recommendations to the President and Provost.

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2. Benchmark UGA’s processes against those of comparator aspirational schools.

3. Establish a process for handling acute issues in a timely fashion.