March 11, 2014 2:15 – 3:00
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2014 FOA/PSSOA CSU Business Conference 2014 FOA/PSSOA CSU Business Conference Research Administration 101 & Hot Topics Part II Nate Haines Senior Director, Huron Consulting Alison Sanders Director- Office of Research and Sponsored Programs San Francisco State University March 11, 2014 2:15 – 3:00 1
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Research Administration 101 & Hot Topics Part II Nate Haines Senior Director, Huron Consulting Alison Sanders Director- Office of Research and Sponsored Programs San Francisco State University. March 11, 2014 2:15 – 3:00 . Agenda. Objectives. Goal. - PowerPoint PPT Presentation
Transcript of March 11, 2014 2:15 – 3:00
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
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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
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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
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 12Source: Harvard University
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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 ([email protected])
Alison Sanders ([email protected])
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