2 0 1 4 F O A / P SS O A C S U B u s i n e s s C o n f e r e n c e2 0 1 4 F O A / P SS O A C S U B u s i n e s s C o n f e r e n c e 1

Research Administration 101 & Hot TopicsPart II

Nate HainesSenior Director, Huron Consulting

Alison SandersDirector- Office of Research and Sponsored Programs

San Francisco State University

March 11, 20142:15 – 3:00

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Agenda

Introduction and Approach 2:15 – 2:25

Research Admin. Assessment 2:25 – 2:55

Questions 2:55 – 3:00

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Objectives

Obtain the fundamentals to assess the current performance and efficiency of the research administration

enterprise to enable future improvements

Review and evaluate five key areas. Evaluate the current state against goals to determine opportunities for

improvement

Goal

Approach

Research Administration Assessment

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Optimal Research Operation

2 0 1 4 F O A / P SS O A C S U B u s i n e s s C o n f e r e n c e

Elements Contributing to

Overall Effectiveness and Efficiency

Organizational Structure

People

Performance Measurement

Technology

Business Process

Elements Contributing to

Overall Effectiveness and Efficiency

Organizational Structure

People

Performance Measurement

Technology

Business Process

Key Elements

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Organizational Structure

PI

Department Administrators

Central Research Administration Offices

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Organizational Structure

8

Determine if the current organizational structure provides the necessary level of service to the research community

Determine if the current organizational structure meets the evolving research needs and goals of the institution

Weigh current model against other models. Modify structure to enable the office to provide greater support and achieve stretch goals

People are the link to ensure the organizational structure, business processes, technology and metrics are in synch

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Skill set & Knowledge Base

Communication

Ownership & Accountability

Collaboration

Individual

Existing FTEs vs. Needed FTEs

Roles and Responsibilities

Professional Development

Leadership

Unit/Office

Individual Basis Operating Unit/Office

Evaluation of Personnel

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Current Processes

Regulations and

Institutional Policies

Gap-Fit Analysis

Enhancements

Business Process

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Technology

Current Technology

Principal Observations

Strategy & Development

• Identify current systems/tools, purpose and risks

• Short and long term needs

• Technology roadmap

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Day to day task

performance and

completion

Management oversight

and planning

Performance Measurement

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Pre Award• Average number of days to review and approve a

proposal• Average number of days to prepare and set-up

subcontracts• Number of hours/days to respond to a departmental or

PI inquiry

• Number of people that met their professional development plan

• Customer service satisfaction survey and results• Feedback vs. performance objectives

Post Award• Average number of days to set-up awards• Monthly unbilled balance ($)• Number of active awards past award end date (+90

days)• Number of late financial reports• Average accounts receivable balance ($)• Average days outstanding for accounts receivable

• Number of hours/days to respond to departmental or PI inquiry

• Number of people that met their professional development plan

• Customer service satisfaction survey and results• Feedback vs. performance objectives

Academic Schools, Departments, or Centers• Percentage of proposals submitted to Pre Award by

deadline• Number of accounts in overdraft• Number of active awards past award end-date (+90

days)• Number of departmental cost transfers• % of effort forms completed in designated time frame

• Number of effort forms re-certified after initial certification

• Number of late financial reports• Number of hours/days to respond to Central office

inquires• % of faculty and staff that met their training

obligations• Percentage of effort reports completed by PIs in

designated time frame

Performance Measurement

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Current

Research

admin.

landscape

Surveys

Management

dashboard

Benchmarking

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Identification of strengths, weaknesses and gaps preventing efficiencyDetailed review of weaknesses and gaps lead to realized resultsDevelop and implement plan to reach results, which may:

Improve service to faculty and other customers Strengthen performance on key financial metrics Increase process efficiency Reduce cost, and Mitigate compliance risk

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Research Administration AssessmentOutcomes

Thank you!

Nate Haines (nhaines@huronconsultinggroup.com)

Alison Sanders (asanders@sfsu.edu)

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