using metrics to drive research administration performance ncura annual meeting november 2012 marcia...
Post on 29-Dec-2015
223 Views
Preview:
TRANSCRIPT
Using Metrics to Drive Research Administration Performance
NCURA Annual MeetingNovember 2012
Marcia Smith, Associate Vice Chancellor, Research Administration, UCLAPatti Manheim, OCGA Director, Research Administration, UCLAElizabeth H. Adams, Executive Director, Office for Sponsored Research, Northwestern University, Evanston CampusNate Haines, Senior Director, Higher Education Consulting, Huron Consulting Group
Agenda
Introduction
Benefits of Metrics
Developing Metrics
Determine Metrics to Track
Collecting Metrics
Discussion (All)
2
Introductions
3
Benefit of Metrics
4
Benefit of Metrics
5
Metrics
Change Behavior
Drive Performance
Support Investments
Benefits of Metrics
6
Drive Performance1) Motivate teams to achieve desired outcomes
• Increasing transparency can trigger positive culture changes and improve outcomes.
• Using metrics to monitor business processes improves accountability so high performers can be recognized and bottlenecks addressed.
2) Define business processes and responsibilities• Implementing metrics requires an organization to identify its
desired outputs resulting in defined business processes.• Use of metrics helps identify operational bottlenecks which can
be a result of personnel having varied understandings of processes, roles and responsibilities.
3) Monitor the impact of new processes• As new processes are implemented, metrics provide confirmation
that the change is working.• Easily identify bottlenecks• Help motivate team
Benefits of Metrics
7
Change Behavior1) Manage stakeholder expectations
• Metrics enable clear communication of process goals and current status to stakeholders.
• Concrete information enables stakeholders to determine whether their needs are being met.
• If an institution sets reasonable and clear goals which are communicated then customer perception of performance can improve simply through a better understanding.
2) Evaluate staff performance• Metrics allow leadership to objectively track staff contributions
both individually and collectively against operational goals.• With metrics, personnel know their assessments are objective,
why they are receiving their assessments, and how to improve them.
Benefits of Metrics
8
Support Investments in Research Administration Infrastructure:1) Improve decision making and prioritization
• Metrics provide leadership with insights as to where attention and resources are needed.
• Concrete information improves decision-making and allows managers to better understand and identify opportunities to improve compliance, financial management, and operational performance.
Developing Metrics
9
Identify Greatest Opportunity
10
Operational Performance
• Turnaround times
• Workload Distribution
Compliance Management
• Cost transfers
• Effort Reporting
• Expiring Protocols
Financial/Cost Management
• Timeliness of financial reporting
• Bottlenecks• Outstanding
collections• Write-offs
Customer Perception
• Turnaround Times
• Workload Distribution
Taking a focused approach will allow you to more quickly implement successful, lasting, and measureable improvements
UCLA Case Study
11
Pre-Award Metrics
Post-Award Metrics
UCLA Case Study
12
6 9 7 7 11 9 9 16 16 12 11 6 18 1264 51
84 74107 132
100131
182214
147120
66 59
113
52
126 134
169 143
102
101
125
144
119131
11291
87
54
98 79
91 86
91
115
105
92
8890
68
64
126
85
139
120
150124
116
143
167
178
193204
114
104
2
1
2
3
58
3
10
10
15
13 10
5
0
7
8
12
11
711
9
15
14
25
4030
9
1
0
100
200
300
400
500
600
700
800
Nov 09Data
Dec 09 Data
Jan 10 Data
Feb 10 Data
Mar 10 Data
Apr 10 Data
May 10 Data
Jun 10 Data
Jul 10 Data
Aug 10 Data
Sep 10 Data
Oct 10 Data
Nov 10 Data
Dec 10 Data
OCGA Award Acceptance Details
Supplement
Renewal
New
No Cost Extension
Mod / Amendment
Continuation
Admin Change
Determine Metrics to Track?
13
Pre-Award Metrics
14
Area Metric
Proposal Submission Average days complete submission received before deadline, missing/incomplete proposals, detailed metrics
Proposals/Awards Submission
Number and $$ of proposals/awards, detailed metrics by categories
Award Set-Up Timeline for central office(s) to process set-up*
Award Set-up Timeline for receipt of award document to financial account activation
Award/Outgoing Subcontract Execution
Timeline with central office
Award/Outgoing Subcontract Execution
Timeline with internal Departments, Principal Investigator, Sponsor, Subrecipient
Advance Accounts Number and how long they have been open
15
Proposal Submission
0-1 Day in Advance of Deadline
2-3 Days in Advance of Deadline
4-5 Days in Advance of Deadline
5+ Days in Advance of Deadline
261
65.2543.5
56.55
Proposal Submission to OCGA
Number of Proposals Submitted on a Monthly Basis
16
Award Intake Process (Pilot)
Turnaround time for Expedited Awards has improved by over 80% during the award setup pilot
Award Set-Up
17
Award Intake Process (Current)
Full implementation January 2012 Award setup has slowed for expedited awards, but is still 65% faster
than previous processing timeline
Award Set-Up
Award Setup (Current)
18
New process has identified hold-ups • Shaping policy and procedure decisions• Awards processed 6 days faster when all internal documents are
present
Post-Award Metrics
19
Area Metric
Letter of Credit • Number and $ of draws• $ unbilled• $ in LOC Clearing Account(s)
Invoicing • Monthly unbilled number and $• Monthly billed number and $
Accounts Receivable • Number and $ in aging buckets 30/60/90/120+ days
Overdrafts • Number and $ in aging buckets for overspent accounts
Closeout • Awards open 120+ days past end date
Cost Transfers • Number submitted/approved less than 90 or 90+days
Post-Award Metrics
20
Area Metric
Financial Reporting • Monthly number submitted• Monthly percentage submitted on time• Monthly number past due (i.e. backlog)
Cash Application • Number and $ of payments sitting in holding accounts
Bad Debt • Number and $ of write-offs
Effort Reporting • Number and % certified on time• Number and % outstanding• Number and % certified by PI or individual• Number of recertifications
On-Time Submission
21
On-time submission increased by 35% for Invoices On-time submission increased by 48% for Reports, from a
low of 14% at the start of FY10
Backlog – Invoices and Reports
22
Backlogs have decreased by 64% since the start of FY10
Collecting Metrics
23
Collecting Metrics
24
Identify Opportunities
Determine Metrics to track
Identify systems to deliver outputs
Analyze output to ensure integrityThings to consider:
• Audience for metrics Effectiveness of metrics is greatly affected by the selection of
recipients who will be reviewing the metrics. Wrong metrics or wrong audience diminishes the value of the
metrics. Data integrity
Is the data that you are using to populate the metrics accurate? Is the correct logic being used? Establish standardized processes for entering data
Interpretation of data Are assumptions being made? Know what each data field means; develop a data dictionary
Discussion
25
top related