Understanding and managing sponsored research administration as a system

Introduction

Understanding that sponsored research administration is a system of interdependent components (sponsors, performers, and processes) is necessary to make major improvements in the profession. These improvements will require systematic and highly integrated efforts along with a holistic view of the role we play in the larger system of research (Kirby, 1992). This article provides a framework for understanding and managing sponsored research as a system and outlines specific approaches that could be used by research administrators in using a systems framework.

Our Current View of Research Administration

We generally agree on what the problems are in sponsored research administration, but often find it is exceedingly difficult to get much done about them, even with good suggestions. In my experience, the following paradoxes are common:

1. Bureaucratic accretion. There is virtual unanimity among research administrators-and almost anyone even remotely involved in the enterprise-about the amount of paperwork and administrative burden associated with federally sponsored research. Yet, paperwork and regulations continue to grow seemingly unchecked.

2. Certifications. Few research administrators believe that the practice of requiring grant certifications either adds any value to sponsored research or results in improved compliance with the underlying legislation or requirement. Yet, we have not devised a way to simplify or eliminate these certifications.

3. Audits. Few research administrators, including federal officials, believe that the current audit system has resulted in significant improvement in the quality of grant management by either sponsors or recipients. (Some might argue that the very existence of an audit system helps keep bad things from happening!) Yet, we frequently rely on a relatively costly audit system as the primary mechanism for assuring accountability.

4. Grants versus contracts. Procurement principles derived from cost-reimbursement contracts are often inappropriately applied to the grant relationship. In fact, the development of so-called "expanded authorities" was based on the need to address this issue. Yet, cost-reimbursement arrangements, including research contracts, are still the norm.

Even when sponsors and recipients agree on these and other issues, the ability to take action is limited. In the meantime, the costs of administration continue to rise as a share of total research spending.

The inability to change or fix things, even those things about which there is agreement, is due to a complex set of...