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Post Award Operations at Partners HealthCare Research Management

Post Award Operations at Partners HealthCare Research Management. NCURA Region I RADG Meeting. December 3, 2015. What is Partners?. Research Management is the central research administration office for all Partners hospitals including: Massachusetts General Hospital

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Post Award Operations at Partners HealthCare Research Management

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  1. Post Award Operations at Partners HealthCare Research Management NCURA Region I RADG Meeting December 3, 2015

  2. What is Partners? • Research Management is the central research administration office for all Partners hospitals including: • Massachusetts General Hospital • Brigham and Women’s Hospital • McLean Hospital • Spaulding Rehabilitation Hospital • Research Management teams include: • Pre-Award • Post-Award • Research Finance • Other: Training, Analytics, Cores, Research Applications 2

  3. Post Award Team • Structure • Corporate Director • 7 Managers • 30 Grant Administrators • 8 Agreement Associates • 4 Contracts Administrators • 3 Grants and Contracts Analysts • Responsible for 19+ distinct transactions • Over 15,000 individual transactions processed in FY15 3

  4. Post-Award Transactions Does not include Prior Approval Requests and Salary Changes (approx. 4,000 annually)

  5. Post-Award Challenges • Tracking a wide variety of transactions • Increasing volume • Increasing complexity of non-DHHS diverse sponsors • Knowing where to focus our compliance efforts 5

  6. Partners Research Revenue Trends by Sponsor Type

  7. Reporting Tools • How do we do more with less time and resources? • Make the same data accessible to both central and department • Institute pending worklist tracking and standard turnaround time expectations • Create targeted financial metrics report • Use of reporting tools promotes our goals and values: • Transparency • Efficiency • Accountability • Service 7

  8. Data Accessible to Central and Departments • Each transaction is tracked with various statuses and responsible party • E.g. Subcontract Agreement Out: • Requested [Initiate status] • Pending Docs from DA/PI • Pending DA/PI Appvl • Assigned • Partially Executed • In Negotiation • Fully Executed [Complete status] • E.g. Award Renewal/Revision: • Pending* • Received [Initiate status] • Pending Post GA • Pending DA/PI • Pending Sponsor • Complete [Complete status] • Status is transparent to the central office and department-specific PI/DA • Allows follow up on items not yet received* 8

  9. Data Sample: Subcontract Agreement Out

  10. Pending Worklist and Turnaround Times • Data is compiled on a pending worklist that can be run at any time • Organizational tool to combat high volume • Gives ability to focus on at risk items • Worklist buckets transaction based on days pending: • On Track • At Risk • Target Missed • Each transaction has a defined turnaround time goal • E.g. New award setup goal is 21 days • 0-14 days = On Track • 14-21 = At Risk • +21 = Target Missed 10

  11. Sample Worklist 11

  12. Targeted At Risk Financial Reporting • List is run monthly by Post GA portfolio • Highlights true risk areas • Post-Award GA follows up with appropriate parties (department/sponsor/Finance) to create an action plan • Fund monitoring important than ever with DHHS’ implementation of Subaccounts 12

  13. Financial Reporting: Risk Areas to Focus On • Advance funds: over 90 days again with 25% of anticipated annual budget spent • Underspending: 25% or more under budget in last quarter of the budget period • Accelerated spending: overspent 25% or more into next budget period’s anticipated budget • Renewal delays: • 50K+ cash deficit; no renewal received/processed • Renewal not received 90+ days into the next budget period • Cash deficits: 50K+ cash deficit in last year of project period 13

  14. Takeaways • How do you get these tools to your institution: • Ask- you never know what your institution or certain people can do • Tell your leaders to invest now to save future resources • Use Excel to track and build turnaround and financial risk formulas • Use SharePoint, Access, etc. to build a shared database • Tips to designing your own tracking tools: • Focus on true risk areas- don’t let the little things monopolize your time • Create conclusive formulas for defining risk- have less debates and spend more time doing work! • Set standards for turnaround times and fiscal health- you need to objectively gauge how well you and your organization are doing  14

  15. Thank You Stephanie Stone, JD Manager, Post-Award sestone@partners.org http://navigator.partners.org/ 15

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