Georgia Tech’s research enterprise continues to grow in scale, complexity, and impact. To ensure our Office of Sponsored Programs (OSP) is best positioned to serve the Institute effectively, Georgia Tech has engaged Huron, a nationally recognized consulting firm specializing in research administration. This collaboration will help evaluate OSP’s structure, workflows, performance, systems, and service model to enhance effectiveness and support the research community. 

Kick-off Meeting on February 19, 2026

Engagement Overview
 

Diagram outlining OSP’s engagement objectives and the three project phases: visioning and planning, discovery and design, and solution development, including related activities.

Why now?

Georgia Tech’s continued ascent as a national research leader—including its recent #2 ranking in federally financed research expenditures in the NSF HERD survey—reflects the Institute’s remarkable growth, expanding research portfolio, and increasing complexity of sponsored activity.

Chart showing Georgia Tech’s research expenditure growth from 2014 to 2032 and projected goals for doubling research funding as part of Big Bet No. 3.

As the Institute advances its strategic plan and “Big Bets,” including scaling interdisciplinary research (to double research expenditures from 2019), strengthening partnerships, and expanding research impact, it is critical that central research administration infrastructure evolves in parallel.

This engagement is designed to ensure that OSP’s operating model, processes, governance, technology enablement, and performance management framework are positioned to:

  • Improve service to faculty and research partners
  • Ensure an equitable distribution of work and clear opportunities for career growth 
  • Develop sponsored projects infrastructure which scales with GT’s research
  • Strengthen compliance and risk controls within OSP
  • Enhance leadership reporting, data analytics capabilities, and transparency 
  • Enable innovation and efficiency through process optimization 

Engagement Governance

Strong governance will ensure smooth project timelines and progress, as well as promote buy-in and outcomes aligned with guiding principles and goals.  Click on any of the graphics below to download a PDF version for better viewing and additional details on each group.
 

Diagram showing the engagement governance structure, including executives and sponsors, leadership team, steering committee, and both working groups.

Steering Committee

Diagram presenting the steering committee structure, including research operations, academic units, information technology, GTRI, and finance roles.

Operations Working Group

Diagram summarizing the Operations Working Group structure with units from research operations, academic and research areas, GTRI, and finance.

Faculty Working Group

List of Faculty Members on the Working Group

Project Timing

 

Gantt chart showing the project timeline across three phases—vision and planning, discovery and design, and solution development—from February through July.


What Happens Next

Over the coming weeks, we will move into Phase 1 and Phase 2 activities of the engagement. As outlined during the session, next steps include:

  • Distribution of document and data requests
  • Launch of benchmarking activities
  • Scheduling of stakeholder interviews and focus groups
  • Current-state process mapping sessions
  • Portfolio workload analysis
  • Initial gap analysis development

Participants will receive calendar invitations and specific instructions aligned to their role in the engagement.

What to Expect

  • Transparent communication throughout the engagement
  • Structured opportunities for input and feedback
  • Validation sessions prior to final recommendations
  • Executive readouts at key milestones

A phased implementation roadmap with defined timing, sequencing, and change management considerations

Why Your Participation Matters

This effort is grounded in partnership. The success of this transformation depends on candid input, collaborative design, and shared ownership of outcomes.

Graphic illustrating steps for strengthening OSP, including staying committed, being candid, championing change, and engaging teams to maintain momentum.

Our objective is the development of a sustainable, high-performing operating model and foundational procedure and system infrastructure that positions Georgia Tech as the gold standard in research administration, aligned with its institutional ambition and national leadership role.