OSP iStar Update


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OSP iStar Update

  1. 1. Office of Research: Sponsored Programs Examples of Key Process Improvement Initiatives March, 2009
  2. 2. Background: A (not so) Short History on the Notice to Establish Account (NEA) Process <ul><li>Process established in 1965 </li></ul><ul><li>An adaptation of an Army process </li></ul><ul><li>The process was updated in 1987 </li></ul><ul><ul><li>New printer was purchased </li></ul></ul><ul><ul><li>The same printer was in use until Jan 7, 2009 </li></ul></ul>
  3. 3. Background: The Problem with the NEA process <ul><li>Inefficient: </li></ul><ul><ul><li>Took up to 1 month to process an award </li></ul></ul><ul><ul><li>Had to be hand carried from OSP to GCA </li></ul></ul><ul><ul><li>Costly-up to $10,000 in paper alone </li></ul></ul><ul><ul><li>Required 7 copies of each award </li></ul></ul><ul><ul><li>Required 4 handoffs in OSP alone </li></ul></ul><ul><ul><li>Data entered 3 times for each award (2-OSP, 1GCA) </li></ul></ul><ul><ul><li>Frequently misplaced files </li></ul></ul>
  4. 4. Goals for Replacing the NEA Process <ul><li>Improve the efficiency of the process </li></ul><ul><ul><ul><li>Combine separate OSP and GCA processes into one </li></ul></ul></ul><ul><ul><ul><li>Increase data integrity, accuracy and improved distribution of information </li></ul></ul></ul><ul><ul><ul><li>Get out of processing paper and move to the electronic age </li></ul></ul></ul><ul><li>Transparency of award status to campus </li></ul><ul><ul><ul><li>Provide accurate, timely status information </li></ul></ul></ul><ul><ul><ul><li>Improve speed and consistency of communication of budget number and other changes </li></ul></ul></ul>
  5. 5. Solution: Automation in SAGE Suite Campus Research Community Office of Sponsored Programs Pre-Award Administration Grant & Contract Accounting Post-Award Administration Data originates closest to source, but can be viewed and acted on as appropriate in other systems
  6. 6. <ul><li>Reduced time to set up awards (2,3 days) </li></ul><ul><li>Better tracking, no lost files </li></ul><ul><li>Paperless OSP process </li></ul><ul><li>Extensive cost reduction </li></ul><ul><li>Reduced need for Advance Budgets and budget extensions </li></ul><ul><li>Revised staff roles/flow down responsibility </li></ul><ul><li>More Consistent Business Practices </li></ul>Outcomes: OSP Improvements
  7. 7. Result: Researchers get their budget numbers faster!
  8. 8. Other Process Improvements <ul><li>21 On-going Initiatives: </li></ul><ul><li>Categories: </li></ul><ul><ul><li>Priority Ongoing Process Improvement Initiatives </li></ul></ul><ul><ul><li>Long Term Process Improvement (SPAERC/SAGE) </li></ul></ul><ul><ul><li>Business Practice Modifications (File Mgmt) </li></ul></ul><ul><ul><li>Tools and Materials Development (Master Agreement list) </li></ul></ul>
  9. 9. Budget Extensions <ul><li>For no-cost and cost extensions or supplements. </li></ul><ul><ul><li>Anticipated date, April, 2009 </li></ul></ul><ul><ul><li>Web-based for easier access and processing </li></ul></ul><ul><ul><li>Request will go to OSP for approval </li></ul></ul><ul><ul><li>Flow down responsibility </li></ul></ul><ul><ul><li>Combines three budget actions into one form and process. </li></ul></ul>
  10. 10. Budget Extension Process: Anticipated Outcomes <ul><ul><li>Much faster turn around time for requests for no-cost extensions and supplements </li></ul></ul><ul><ul><li>Paperless: cost saving on materials </li></ul></ul><ul><ul><li>Fewer duplicated efforts </li></ul></ul><ul><ul><li>Lower workload for dept administrators/GCA and OSP </li></ul></ul>
  11. 11. 2. Clinical Trial Process Improvement <ul><li>Goal: decrease time to enrollment of subjects to 90 days. </li></ul><ul><li>Led by Richard Meisinger </li></ul><ul><li>Exec. Sponsors: Dr. Mary Lidstrom, Dr. John Slattery and Kathryn Waddell </li></ul><ul><li>Completion date: Winter 2010 </li></ul><ul><li>Cross campus participation (SOM, HSD, OSP, Health System) </li></ul><ul><ul><ul><ul><ul><li> </li></ul></ul></ul></ul></ul>
  12. 12. Clinical Trials Anticipated Deliverables <ul><li>Firm plan to reduce time to enroll patients </li></ul><ul><li>Clinical Research Handbook </li></ul><ul><li>A plan, consistent with the Roadmap, for a tracking system to monitor status/location of a proposal in the pipeline </li></ul><ul><li>Enhanced knowledge of process, timelines and responsibilities </li></ul>
  13. 13. What is Next in OSP? <ul><li>More Efficiency Improvements in Process </li></ul><ul><ul><li>System 2 System proposal submission (Grant Runner) </li></ul></ul><ul><ul><li>Revised award process for clinical trials </li></ul></ul><ul><ul><li>VA contracts processing and tracking </li></ul></ul><ul><ul><li>Intranet re-design </li></ul></ul><ul><ul><li>Extranet re-design </li></ul></ul><ul><ul><li>Sub-contract processing </li></ul></ul><ul><ul><li>Non-federal Model Documents Reference </li></ul></ul><ul><ul><li>Master Agreement tracking and posting </li></ul></ul><ul><ul><li>“ Expert” list compiled and posted </li></ul></ul><ul><ul><li>Review of F&A Waiver Request Process </li></ul></ul>