In research administration, the lines between pre- and post-award services often feel clearly defined: Pre-Award develops and submits the proposal, and Post-Award takes over once the award is secured. But in reality, the work of these two teams is deeply intertwined. If they operate in silos, inefficiencies can emerge that ripple throughout the project lifecycle – from budget shortfalls to compliance headaches to strained faculty relationships.

The truth is that sustainable research growth depends on strong collaboration between Pre- and Post-Award professionals. When these two groups work hand in hand, they create a more seamless transition from proposal to award management, ensuring that what is built on the front end can be successfully managed on the back end.

Why collaboration matters

By bringing Post-Award voices into the budget development stage, institutions can ensure that budgets are realistic, compliant, and structured for long-term success. Similarly, when Post-Award understands the context and nuances of a proposal from the beginning, they can more effectively manage the award throughout its lifecycle.

A practical approach: creating feedback loops

At Western Carolina University, our Pre- and Post-Award teams have made a deliberate shift toward a more collaborative model. Rather than handing off awards in a linear fashion, we’ve built in structured opportunities for communication and planning.

Weekly New Award Meetings

Each week, Pre- and Post-Award teams meet to discuss new awards that have come in. During these meetings, Pre-Award staff provide critical context about the proposal—such as budget nuances, cost-share commitments, subrecipient relationships, and reporting expectations. This gives Post-Award a clear understanding of the award before they begin managing it, allowing them to anticipate challenges and set up the fund appropriately.

Collaborative Budget Development

When proposals involve complex budgeting, such as multi-institutional collaborations with cost-share commitments, Pre-Award invites Post-Award to participate in the budget development meetings. This ensures that the budget structure supports future reporting requirements and is manageable in the long term. It also allows Post-Award to flag potential red flags before the proposal is submitted.

Shared Responsibility = Shared Success

By establishing these collaborative touch points, both teams share responsibility for the success of a project. Pre-Award develops budgets with an eye toward sustainability. Post-Award comes to the table early, ready to advise on compliance and long-term feasibility. The result is fewer surprises after the award arrives and more confidence for our faculty and sponsors.

The Payoff: A stronger research enterprise

Breaking down silos isn’t just about better communication; it’s about building trust and alignment around a shared goal: supporting the university’s research mission. When Pre- and Post-Award teams work collaboratively, faculty experience smoother onboarding, finance teams have fewer clean-up tasks, and the university is better positioned for successful reporting and closeout.

Collaboration isn’t a luxury; it’s a necessity. By institutionalizing regular communication, shared planning, and joint problem-solving, universities can establish a research administration structure that is proactive rather than reactive.