Excellence in Research Administration

We're in a new era at Rutgers. In accordance with the University Strategic Plan, we are scrutinizing and overhauling administration of research grants. We aim to be as efficient and supportive as possible in all phases of the grant process from proposal submission and negotiation of grant-related agreements to award setup, compliance, and reporting.

Streamlined Research

In fall 2014, Rutgers evaluated research administration functions across all of Rutgers under the direction of Christopher Molloy and J. Michael Gower.

This effort included functions within the Office of Research and Economic Development (e.g., grant submissions, corporate contracts, institutional review boards, etc.) and the Division of Grant and Contract Accounting (e.g., post award, effort reporting, etc.) within the Office of the University Controller as well as the interface to the research administration functions within departments, schools, centers, and institutes.

Additionally, in an effort to streamline operations, increase accountability for research administration, and provide enhanced access to research data for all stakeholders, Rutgers has implemented a new electronic research administration and grant submission system, called RAPSS. The Excellence in Research Administration initiative is separate from the implementation of RAPSS, but the two initiatives are closely aligned.

Why We’re Doing This

Our research administration infrastructure is one of the most critical functions we provide to our faculty and staff. We want to ensure that faculty and staff experience efficient interactions with our operations while also maintaining compliance with federal, state, and private funders.

The goals of this initiative are to optimize research administration services across the university, both at the central and the school and unit levels, by

  • improving service to faculty;
  • increasing compliance and efficiency through evaluation of policies, procedures, systems, and processes;
  • implementing performance metrics and benchmarks to measure faculty service, efficiency, and compliance.

These goals support the Rutgers University Strategic Plan for an effective and efficient infrastructure and staff and drive Rutgers toward its aspiration:

“To be broadly recognized as among the nation’s leading public universities: preeminent in research, excellent in teaching, and committed to the community.”

—President Robert Barchi