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It’s About Time! Finding Efficiencies in Post Award Operations

It’s About Time! Finding Efficiencies in Post Award Operations. Cathy Breen, Harvard University Sharon Brooks, University of Virginia Cindy Hope, University of Alabama Mike Laskofski , George Mason University. Agenda. Overview of Research Funding and Regulatory Landscape Review Examples

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It’s About Time! Finding Efficiencies in Post Award Operations

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  1. It’s About Time!Finding Efficiencies in Post Award Operations Cathy Breen, Harvard University Sharon Brooks, University of Virginia Cindy Hope, University of Alabama Mike Laskofski, George Mason University

  2. Agenda • Overview of Research Funding and Regulatory Landscape • Review Examples • Financial Compliance • Communication and Training • Systems • Staffing and Resources • Finding the Right Balance • Key Takeaways

  3. Financial Compliance • Cost Transfers and use of reason codes • Record Retention and maintaining adequate documentation http://www.virginia.edu/sponsoredprograms/ldguidance.html • Payroll Certification (an alternate to effort reporting) • Other Examples

  4. Payroll Certification vs. Effort Reporting

  5. Communication and Training • Social Media • Online Training • Other Examples

  6. Systems • Automated Financial Reporting • Post Award Workflow Application • Other Examples

  7. Reporting Automation • Harvard built a custom solution in a way that was affordable and fast. • It is fundamentally changing the way we create reports. • Centralizes process, data, and access: all parties (including clients) have access to the same information, whenever they need it (via a secure, web-based portal) • Pre-populates standardized templates and automates routine calculations: greatly improves accuracy and eliminates potential inconsistencies with the General Ledger • Improves accountability through enhanced transparency, automated interactions with clients, and automatic logging of all actions in the system • Core functionality built in less than 6 months. Projected ROI of 300%+ . Time to Complete 200 Invoices Percentage of Reports Impacted 250 Hours  40 minutes! In System Fully Automated Hours

  8. HU OSP Reporting Transition OSP Reporting Transition • The eventual transition will be from 15+ separately managed portfolios to a much smaller team running a more mechanized operation. • The eventual transition will be from 15+ separately managed portfolios to a much smaller team running a more mechanized operation. To From GMAS / CREW Automated GMAS Update Consolidated Data Feed GMAS / CREW GMAS / CREW Report Report Report GMAS / CREW Dept Y Dept Y Dept Y Report Dept Y Portfolio F Portfolio G Portfolio A Portfolio E Dept X Dept X Dept X Dept X Report Report Report Report Report Report Report Report Report Report Report Report Report Report Report Report Automated + Self-Serve Dept Interaction GMAS / CREW GMAS / CREW GMAS / CREW GMAS / CREW Report Report Report Report Dept Y Dept Y Dept Y Dept Y Portfolio C Portfolio D Portfolio H Portfolio I Dept X Dept X Dept X Dept X Report Report Report Report GMAS / CREW Report Dept Y Report Report Report Report Portfolio B Report Report Report Report Report Report Report Report Dept X Batch Report Creation Report Report Report Report

  9. Staffing and Resources • Roles and Responsibilities • Decentralized Staffing Models • Other Examples

  10. Should the Goal be Perfection?

  11. Can We Settle for Less than 100%? • Protection of Humans or Animals • Paperless Processes • Effort Certification • Timely Internal Account Closeout • Automation of a Process • Other Examples?

  12. Key Takeaways • Need to develop creative solutions for providing post award support • Utilize technology where possible • Find the right balance for your institution • Share the work by defining clear roles and responsibilities…..and hold people accountable • Others?

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