Marquette University Post-award Optimization for Strategic Transformation (MU POST)

Marquette University's Post-award Optimization for Strategic Transformation (MU POST) project proposes an interwoven approach to enhancing post-award practices and process. First, it will test the implementation of two post-award Advocate positions that will bridge the gap between a central sponsored programs office and Principal Investigators (PIs) and their unit administrators who have a small percentage of grant-related duties but who do not consider themselves to be research administrators. Second, the project will simultaneously make bold changes to post-award processes and systems that will enhance visibility, efficiency and capacity in transactions - specifically in the areas of Budget Review, Hiring, Purchasing, Reporting/Closeout and Subaward Management - thus allowing for workflows to run smoothly during high volume times when the system is stressed.  The Advocates will be an integral part of this process improvement and will help engage faculty in providing iterative feedback and input.

  • Why MU POST? 
  • Goals & Objectives
  • Commitment
  • Products 
  • Timeline

Marquette University, classified as a Carnegie “R2” institution, stands at a unique crossroads in higher education. As a growing research university, Marquette has ambitious goals for expanding research while maintaining its unwavering commitment to excellence in teaching. Externally funded research plays a pivotal role in advancing Marquette’s mission to serve students and contribute to knowledge. However, the rapid growth in successful grantsmanship has outpaced the institution’s capacity to effectively manage and support the post-award process, placing a strain on resources and administrative systems. 

The MU POST initiative was born out of the need to build more effective and efficient post-award services. As Marquette has seen an increase in externally funded research and sponsored projects, the complexity of managing these awards has grown exponentially. 

The initial work done to explore post-award challenges, such as faculty surveys and leadership discussions, was born out of NSF ADVANCE grant (1936148) and highlighted several key pain points in managing post-award activities. These insights have directly informed the design of MU POST and its solutions, ensuring that the project is targeted and responsive to the specific needs of our faculty, staff, and research community. 

The goal of this project is to develop strategies, processes and models that could be utilized by small to mid-size institutions to grow capacity, access and visibility within the post-award process.

Objectives 

To achieve this goal, MU POST has set the following key objectives: 

1. Establish an Advocate Model

We will introduce a dedicated Advocate to work directly with Principal Investigators (PIs) and departmental staff, bridging the gap between the central office and departments. This role will provide personalized support, ensuring smoother post-award processes, resolving issues in a timely manner, and improving communication across all units involved in sponsored activities. 

2. Develop Scalable, Efficient, and Transparent Processes 

Our objective is to create and implement post-award processes that are efficient, scalable, and adaptable to sponsored activities. By focusing on automation, efficiency, scalability, and transparency, we will establish systems that support the continued growth of Marquette’s sponsored initiatives and provide clear, consistent guidance for faculty, staff, and other stakeholders.  This will lead to a reimagined approach to post-award processes.

Marquette’s commitment to advancing post-award support is deeply embedded in its broader institutional goals. The university’s strategic plan, Guided by Mission, Inspired to Change, which was approved by the Board of Trustees in December 2023, underscores the importance of post-award improvements. This aligns with the university’s overarching objective to strengthen research infrastructure and support cross-disciplinary collaboration. Specifically: 

  • Marquette University's strategic objective: Enhance campus research infrastructure to support growth in research and participation in cross-disciplinary opportunities.
  • This objective recognizes the critical need to support research growth through improved infrastructure and processes that remove barriers to collaboration and partnership development, essential for fostering interdisciplinary research and attracting external funding. 

The priorities outlined in the plan include: 

  • Building a structure to facilitate cross-campus collaboration among faculty and staff to promote continuous improvement and support an increase in funded research activities.
  • Developing cross-functional support that strengthens externally funded research, especially in areas that engage faculty and students in emerging or underfunded disciplines. This approach ensures that less-active research areas have the resources and support needed to secure external funding. 

The MU POST initiative is fully aligned with these strategic priorities, ensuring that post-award support is not only sustainable but also integrated into Marquette’s long-term vision for growth. As the project progresses, it will continue to receive institutional backing and evolve as part of the university’s ongoing efforts to create a more efficient, collaborative, and supportive research environment. 

Through this commitment, MU POST will remain a foundational part of Marquette’s efforts to enhance its research capacity, improve processes, and contribute to the university’s mission of excellence in serving students and advancing knowledge. 

Below are products developed through MU POST, additional documents will be added as they are available. 

Reports

 

 Click here for a printable PDF of the MU POST Timeline

YEAR 1
  • Core Project Team and Steering Committee meet regularly; holds kick-off meeting and virtual process improvement event with a consultant.
  • Evaluation Team finalizes evaluation plan; develops practice map, collects and analyzes current data and identifies additional data to collect.
Advocates
  • Core Project Team and Steering Committee meet regularly; holds kick-off meeting and virtual process improvement event with a consultant.
  • Evaluation Team finalizes evaluation plan; develops practice map, collects and analyzes current data and identifies additional data to collect.
Process
  • Core Project Team and Steering Committee meet regularly; holds kick-off meeting and virtual process improvement event with a consultant.
  • Evaluation Team finalizes evaluation plan; develops practice map, collects and analyzes current data and identifies additional data to collect.
YEAR 2
  • Core Project Team and Steering Committee continue to meet regularly; engage consultant for additional training or to resolve roadblocks.
  • External evaluators will prepare to begin a mid-term assessment to gauge progress against initial benchmarks.
Advocates
  • Work on assigned projects (understanding it takes a full year to see an entire cycle of an award/university processes).
  • Build out additional training materials to use across campus.
    Identify additional needs/barriers that they see or that are raised by the PIs with whom they are working.
Process
  • Process map the award closeout process and implement changes (Budget Review, Reporting/Closeout).
  • Process map the subawardee invoicing process and implement changes; review grant-related purchasing process and implement changes (Purchasing).
  • Provide documentation of efforts.
YEAR 3
  • Core Project Team and Steering Committee continue to meet regularly; lean into consultants for any additional training needs and also to get advice on how to communicate process change to university leadership.
  • External evaluators finish mid-term assessment and look toward final summative and formative evaluations.
Advocates
  • Enter year of more independent work.
  • Monitor and evaluate workload; adjust/right size as needed.
  • Review value added and draft sustainability plans.
  • Build out additional training materials to use across campus.
  • Identify additional needs/barriers that they see or that that are raised by the PIs with whom they are working.
Process
  • Determine process to create subawards in Kuali and pilot (Subaward Management).
  • Review invoicing process in Kuali, process map invoicing process and implement changes (Budget Review).
  • Provide documentation of efforts.
YEAR 4
  • Core Project Team and Steering Committee continue to meet regularly.
  • Sustainability plan developed and ready for implementation.
  • Engage consultants on maintaining change and keeping momentum.
  • External evaluator to deliver final formative and summative report to include, but not be limited to efficiency, stakeholder satisfaction, transparency and scalability of efforts.
Advocates
  • Prepare best practices document on determination of workload, including mix of projects, number of projects, etc.
  • Finalize training materials.
  • Document further process needs.
Process
  • Process map the payroll process and implement changes (Budget Review, Hiring).
  • Review any other process identified throughout the project and address.
  • Provide documentation of efforts.