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Director’s Update

Director’s Update. Elizabeth Adams OSR-Evanston Quarterly Network August 12, 2013. News and Notes. QN agenda change: Presentation on fiscal year end bumped to maximize time for subcontracts and ESPR; listserv email with FY close tips to follow

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Director’s Update

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  1. Director’s Update Elizabeth Adams OSR-Evanston Quarterly Network August 12, 2013

  2. News and Notes • QN agenda change: Presentation on fiscal year end bumped to maximize time for subcontracts and ESPR; listserv email with FY close tips to follow • Proposal Routing Form Brownbag: Thursday, August 22 at noon • Grants Assistant Training: Now starting in September • Fund 193: Rolling out in September for FY14 use • Brownbag on lessons learned from a recent settlement involving NU: coming soon

  3. Significant Current Projects • InfoEd Final Route Pilot • OSR-Ev Associate Research Administrator, providing centralized unit-level RA support to the majority of URCs and Kellogg • Optimizing subcontract business function (policy, processes, systems, training, metrics, human resources) • Electronic Sponsored Project Request (ESPR)

  4. Organizational Priorities that Drive Project Selection in OSR-Evanston • Compliance/risk management • Customer service • Transparency • Innovation • Communication

  5. InfoEd Final Route PilotProposal Review and Submission at NU • Proposal review and submission is the primary business function of OSR, in terms of overall work volume • Units and schools also assign significant resources to this business function • Improving the quality and efficiency of proposal review and submission processes has been a priority for OSR leadership; perhaps also for your school, department or center • This pilot is all about working together to improve an important business function at the University

  6. InfoEd Final Route PilotProposal Review and Submission at NU • 3,951 proposals submitted in FY12, with a value of $2.26B • While we can currently measure proposal volume (see above), we cannot measure the process of proposal review and submission; this is disadvantageous • OSR cannot definitively determine when we have “received” a proposal • OSR cannot evaluate aggregate proposal processing data to make adjustments that could benefit units • OSR cannot provide proposal processing data that is frequently requested by chairs, dean’s offices, internal audit for their business purposes • To meaningfully improve a process, you have to measure that process • Quantitative data • Qualitative data

  7. InfoEd Final Route PilotFinal Route Defined • Submit into Final Route when the proposal is READY FOR FINAL REVIEW • All data elements and uploads are ready for submission to the sponsor • Can’t be started until Pre-Route is complete • Locks proposal for editing by Department • Can be unlocked by OSR for department edits

  8. InfoEd Final Route PilotOverview of Pilot Aims • Improve the quality of proposal development and submission • More compliant proposals • More competitive proposals • Improve the efficiency of proposal development and submission • Clearer roles and expectations reduce “guesswork” and “re-work” • Assignment of resources to risks • Improve the transparency of proposal development and submission • Less reliant on anecdotes • Promotes accountability at all levels • Improve overall organizational health and decisionmaking • Promotes internal consistency at all levels • Human resources go further • Establish operations/training feedback loop; help set training priorities

  9. InfoEd Final Route PilotPilot Groups and Transactions • Includes various units in Weinberg, McCormick and the Office for Research on the Evanston campus • Include the full constituencies of OSR-Ev Grants Officers Andrea Zakrzewski and Tina Hollins • Include a broad swath of federal, nonfederal, corporate and foreign sponsors • Plenty of non-S2S submissions • See handout of pilot constituencies • Pilot constituencies should be maintained to ensure pilot resources are preserved and pilot goals are met

  10. Questions? Thank you!

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