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APR PI Financial Data Project

APR PI Financial Data Project. Report to the Campus October 10, 2009. Steve Hahn – (Team Leader) Grad School Carl Vieth – (Coach/Advisor) EPD Teri Balser – Biology Education Diane Barrett – Human Ecology Warren Emery - SMPH Mark Faber – PSL Bob Heimstreet - RSP

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APR PI Financial Data Project

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  1. APR PI Financial Data Project Report to the Campus October 10, 2009

  2. Steve Hahn – (Team Leader) Grad School Carl Vieth – (Coach/Advisor) EPD Teri Balser – Biology Education Diane Barrett – Human Ecology Warren Emery - SMPH Mark Faber – PSL Bob Heimstreet - RSP Hua Ramer – Business Services Sharon Vetter - Pharmacy Bin Ye - RSP Team Members:

  3. Campus researchers and their administrators share the frustration that they do not have timely, accurate, and comprehensive information about the status of their grants. • There is confusion regarding the best way to use financial data and the timing of data included in reports. • The impact of this confusion is overspent grants, excessive funds left over at the end of the project, rework of financial transactions, and the cost of doing financial investigation instead of research. The Problem:

  4. Previous: Data Collection • Face-to-face interviews with 62 faculty and staff from six colleges/units regarding their experiences with grants management and their needs • Formed a matrix of the needs • Validated the matrix with the remaining colleges/units • Broadened the scope of the project to include internal inputs into the system

  5. Reviewing inputs into system and the effects of the timing of these inputs on accurate grant management Currently: Internal Inputs • Time to set up or close out a grant • APR Award Set-up Team has already greatly enhanced • Cost transfers • APR Cost-transfer Team underway • Internal billing, such as • Fleet • Greenhouses • MDS

  6. Conclusions Not only do faculty and other PIs need understandable tools, but they need to know when, where, how and why to use those tools. Education is key. There are systemic issues that impact grants management, particularly as relates to business processes. This results in a need for coordinated planning and communication. A measure of ambiguity exists in the implementation of a critical system (HRS), as well as other system implementations There is broad recognition that good grants management requires professional grants administrators that know and serve individual faculty and other PIs, and that this type of support requires departmental commitment

  7. Develop implementation strategies for 1) PI support, 2) communication and 3) education needs Present a multi-phased plan and timeline for rollout to our sponsors for “green light” Interface with other teams and projects (HRS) to coordinate efforts for supporting the research enterprise on campus Next Steps

  8. Questions/Feedback Learn more @ http://www.vc.wisc.edu/apr

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