Pre-Award Administrators are from Pluto, Post-Award Administrators are from Saturn; Or Are They?

Introduction

Those of us who work in central research administration offices that specialize in one area of research administration tend to think of the "other research administration office" as different. But, are they really? If we are different, is that good or bad? Having worked both sides of the pre-award and post-award fence, sometimes simultaneously, I offer my own perspective on this issue.

My Experience

I won't bore you with all my experiences, nor will I make you read my resume or biographical sketch. However, to help you see through my perspective, I will give you an overview of my career in research administration.

I began as a post-award administrator working on a large USAID Cooperative Agreement, moved on to post-award departmental administration at a hospital, pre-award central administration at a large university and then to post-award central administration with some pre-award duties at a hospital. Currently, I am the director of a pre-award central administration office with some post-award duties (which do not include financial accounting and reporting) at a medium-sized university. Clearly, I have seen most sides of the fence, including the underside!

My Perceptions

Pre-Award vs. Post-Award

This profession is full of stereotypes and more than its share of "us" vs. "them" conflicts. I've heard pre-award administrators characterize the field by saying "Pre-award administrators are the good guys and post-award administrators are the bad guys." Post-award research administrators tend to characterize the relationship by saying, "All we ever get to do is fix problems with proposals." Both views reflect a part of the reality of research administration.

Pre-award research administrators use print and electronic resources to help faculty search for funding resources. When appropriate funding programs have been identified, pre-award administrators help faculty develop ideas for sponsored projects, interpret agency guidelines, and structure proposals according to agency and institutional requirements. Pre-award research administrators also assist faculty with compliance issues surrounding research involving human subjects, animals and hazardous materials. Faculty development is often viewed as a pre-award administrator's responsibility, so pre-award administrators will often conduct workshops on proposal writing and related topics. Pre-award research administrators hope their efforts will result in funding for a new project or initiative.

Post-award research administrators help faculty receive and use external funding. When all is going well, that is, when purchase orders are processed smoothly, the graduate student is paid promptly, and payments are received, there is little need for communication between post-award research administrators and faculty members. However, when a problem arises--perhaps the order for the equipment has not been processed, the research assistant has not been paid, or an invoice has not been submitted--the faculty member typically contacts the post-award research administrator to find out what is wrong. Post-award administrators fix problems with proposals, unsnarl bureaucratic red tape and move on to the next problem. Unfortunately, they are often associated (at least in the faculty member's mind) with the problems they are trying to fix.

After these examples, you may think you know why I switched back to being a pre-award research administrator: to be the good guy. The real reason is that I see myself as an asset to the overall research environment. I've seen both sides and been the good guy as well as the bad guy. I firmly believe that we can all be good guys, pre -award and post-award administrators alike.

Both pre-award and post-award research administrators spend the day facilitating the process of conducting research. We can work together to establish a seamless process. At minimum, we can attempt to make the process of seeking and retaining external funding and facilitating the conduct of the research an easier endeavor than the faculty member ever anticipated.

Necessary Skills

What skills are needed to be an effective research administrator? Does it help to have an accounting or budgeting background? Should we have some writing or editing skills? Should we have a working knowledge of legal issues? Should we be certified? Should we have a bachelor's degree, a master's degree, or a doctoral degree? There are many reasons to say yes to all of these questions. This discussion could constitute another entire article!

Any or all of these skills or background experiences will help you do your job effectively. But, what is needed most is common sense, the ability to listen and learn, confidence and strength of character, and a good, solid work ethic. You must also be an effective leader without fearing to take a backseat when necessary. This applies to all research administrators, pre-award as well as post-award. Research administration is an art and a science. Personally, I think it's probably about 90 percent art and 10 percent science.

Living in Harmony 

Can pre-award and post-award administrators live together in harmony? We'd better! I believe strongly that a smooth relationship is critical to the conduct of research at the institution. What we need to do is get rid of the "us/them" mentality. This is not easy. We see ourselves in certain ways, identify with others in similar positions at other institutions, and go to sessions at SRA and NCURA meetings that meet our specific needs.

As one who has been on both sides of the fence, I suggest one simple way to begin this transformation. At the next professional meeting, attend at least one or two sessions that are completely outside your area of responsibility. If you are a pre-award administrator whose primary duty is the identification of funding sources, attend a session on A-21 or A-122 cost principles. If you are a post-award administrator, attend a session on submitting proposals via FastLane. Look outside of the scope of your job. Learn what others at your institution are doing. If you don't want to do it to enhance the profession and work environment, do it to make yourself more marketable.

Another suggestion: at your institution, bring together all research administrators, pre-award and post-award, just to talk. It doesn't need to be formal. In fact, it's better if it's not. I'm not advocating a "gripe" session; I'm suggesting a session in which folks have a chance to listen as well as talk. Perhaps you might consider a "job swap" for a day.

Conclusion

Pre-award administrators and post-award administrators have different areas of expertise. Learning from our counterparts and sharing ideas will help us all better serve our faculty. It is up to us to present a united approach to research administration so that the faculty can feel we are ALL the good guys.

Developing a cordial, personal relationship among your colleagues, your fellow research administrators, will help create an environment in which teamwork will flourish. You'll find, as well, that the operative pronoun will change, from "I" to "we," as in "How can WE help you?" The faculty will notice the change and so will you.

Mary T. Spina, CRA ("Pre-Award Administrators are from Pluto, Post-Award Administrators are from Saturn; Or Are They?") is the Director of Sponsored Research at the Illinois Institute of Technology in Chicago. She is responsible for the management of all functions of research administration related to grant and contract opportunities, proposals, and awards. She has been in the field for over 15 years, and has had university, hospital and non-profit Pre-Award and Post-Award experience.