Abstract

Exploring the use of IT tools to enhance the efficiency of processes, particularly considering limited full-time employee (FTE) availability, is critical for the success of a research administration office. With an increase in proposal and award transactions and ever more complex regulatory requirements, there is a pressing need for technology to supplement human resources. We will discuss the importance of a strategic approach that incorporates automation, electronic collaboration, and artificial intelligence (AI) to manage growing workloads without the additional budget for expanding staff.

A research administration office must understand current workloads through data analysis, to identify how IT tools can optimize existing resources. We will discuss strategies for offices to better measure and understand such metrics. This exercise includes measuring responsibilities by role and individual, which can guide the deployment of technology to fill gaps effectively. For instance, automating repetitive tasks or using AI for data analytics can enhance output and decision-making processes, thus allowing staff to focus on more complex tasks.

Collaboration tools are essential for maintaining efficient communication and project management, especially in the context of remote work spurred by the COVID-19 pandemic. These tools help transcend geographical barriers and improve teamwork, which is vital for supporting the entire research lifecycle. We will review the tools available and how to optimize their functionality to support remote and hybrid teams.

Automation tools are designed to perform routine tasks with high precision and speed, which can significantly reduce the manual data entry for research administrators. We will analyze methods to deploy such automation tools and case studies for their use, such as award setup.

AI tools are beneficial for handling large volumes of inquiries and predictive analytics, which can further streamline operations and support data-driven decisions. We will review case studies for the use of AI in a research administration office, including supporting risk assessments, redlining contracts, and developing training content. We will also review the AI risks associated with such research administration tasks.

The implementation of these technologies comes with challenges, such as resistance to change, usability concerns, and the need for significant initial investment and training. We will review a proactive approach to adopting these technologies, stressing the importance of preparing for future needs rather than reacting to immediate demands.

Overall, the expected outcome for the audience is an enhanced understanding of how strategic investment in IT tools can alleviate the burden on FTEs in research administration, leading to more efficient operations and the ability to handle increased workloads without corresponding increases in staff.