research administration town hall wednesday march 11, 2015 9:00 -11:00 am parnassus cole hall with a...

Research Administration Town Hall

Wednesday March 11, 20159:00 -11:00 AM

Parnassus Cole Hall with a live broadcast to Mission Bay Helen Diller Family Cancer Research Building HD-160 Bakar Auditorium

Office of Universiiy Controller - CGA3/11/2015 Research Administration Town Hall2

AgendaTopic Speaker

• OSR Stakeholder Update Brian Smith/ Marge O’Halloran/ John Radkowski

• CGA Business Process Improvement

MC Gaisbauer

• End of Award Spending MC Gaisbauer

• Uniform Guidance Updates MC Gaisbauer

• Stipend Desk / xTrain Responsibilities

Ally Jalali

• Post Award Hot Topics Michael Grafton/ Rick Blair

• NIH NOT-OD Updates Joyce Abe


OSR Stakeholder Update


Contents

OSR key changes

Feedback from stakeholders

OSR opportunities for transformation

Transformation timeline

Metrics

Other updates


OSR Key Changes

August 2011: RMS launched

July 2013: LEAN process analysis

July 2013: GBC created (proposals and awards for government contracts, PSAs, TAAs)

August 2013: Grant award activity moved to RMS

September 2013: Award set-up activity managed by CGA

Fall 2013: Industry-related work transferred to ITA/ICD

October 2014: Award activity distributed out to RMS teams


Stakeholder Feedback

Strengthen communications; effectively engage stakeholders

Develop/maintain productive relationships between RSC & PIs

Establish service level expectations & consistency across teams

Improve subaward services

OSR staff development

Training: OSR staff and PIs/research administrative staff

Improve technology

Use informative metrics

Feedback from stakeholders, mirrors that of OSR leadership:


OSR opportunities for transformation - I

Stakeholde

r Engagemen

t

• Cost allocation/Funding model subcommittee formed [Feb 2015]• OSR Advisory Board to review OSR budget [Mar 2015]• Allocation discussion with stakeholders and final allocations distributed

to control points [Mar 2015]• Research Services Satisfaction Survey [June 2015]

RSC & PI Relationships

• Established secondary RSC assignments for departments [Dec 2014]• Recurring meeting schedule for each department/division established

and posted on OSR website [Feb 2015]• Invite clients to participate in the selection of new RSCs & team

managers [Mar 2015]• Meet with researcher at the start of each proposal and offer to meet

after submission of each proposal, to assess submission process [June 2015]

Building Partnerships


OSR opportunities for transformation - II

Service Level

Expectation

s

• Service Partnership Agreement (SPA) workgroup to finish draft [March 2015]

• Discussions with stakeholders about draft SPA [April 2015]

• Implement SPAs [June 2015]

Subaward Process

• LEAN workgroup to be formed [March 2015]• LEAN process to be completed and implemented [TBD]

Best Practices & Process Improvement


OSR opportunities for transformation - III

Training

• For PIs and Fellows: Coordinate new faculty and fellows research support training with department counterparts [July 2015]

• For OSR staff: Improve new staff onboarding; Update Research Administration 101 & quarterly trainings [Mar 2015]

• Research Administration Think Tank: build pre and post award tool library, and identify common training needs [June 2015]

Communicatio

ns

• Training modules being created for OSR staff to reinforce proactive & effective communication strategies. First training for current staff [Mar 2015]

• Develop additional training modules to reinforce customer service oriented approach to interactions between RMS and researchers/departments [June 2015]

OSR Staff Development

• OSR staff development workgroup formed [Jan 2015]• Staff development plan to be finished [April 2015]• Review results of staff exit interviews with client departments to develop

retention strategies for valued employees [start June 2015]

Training


Technology & Metrics

OSR opportunities for transformation - IV

Technology

• iMedRIS (eProposal) governance group re-convened [Oct 2014]• iMedRIS (eProposal) enhancements implemented [dates to be determined]

Metrics

• OSR Advisory Board Metrics workgroup formed [Mar 2015]• Metrics framework established & reporting mechanism finalized [May

2015]• Three months of Metrics reported [August 2015]


OSR transformation timeline


Metrics

Proposal volume, by school, department, & PI; and by mechanism

Award volume, by school, department, & PI; and by mechanism

Throughput/Turnaround times

Volume of work by each RMS team, by each RSC

Funding mechanisms, by type, by sponsor

Success Rate (amounts proposed vs. amounts funded), by school, department, PI

Others?

• PI Dashboard will also be created


Other Updates

Participating in Contracts and Grants Accounting (CGA) “business process improvement” effort

Group discussing systems and processes of UCSF research administration units, with goal to make them more seamless for researchers and other stakeholders


Contracts & Grants Accounting Business Process Improvement


Opportunity

PeopleSoft Research Administration System (RAS) have been in place for approximately 10 years

The underlying Contracts and Grants (CGA) business processes and organization have continuously improved during this period but there has been no formal reassessment

PeopleSoft Financial System will be upgraded to newest version in this next year

Evaluate the CGA business process and organization for opportunities to increase service levels, efficiency, effectiveness, and

transparency while leveraging the upgrade

Office of Universiiy Controller - CGA3/11/2015 Research Administration Town Hall

Objectives

Evaluate the ABC’s of CGA processes to identify and eliminate non-value-added activities from the perspective of the customer – primarily the researcher:

• Award Set-Up

• Billing & Collection

• Close-Out and Financial Reporting

Considering how Post Award Management Monitoring is performed throughout these core processes

Review the interconnection with Office of Sponsored Research (OSR) and Innovation, Technology & Alliances to ensure CGA provides a seamless service

Determine which opportunities and pain points to address


Project Plan

Activity Day 1 Day 2 Day 1 Day 2

PHASE 1: EXPLORE, ANALYZE, and IMPROVEInitiate and Kick-off projectMap processes and define metricsGather dataFinalize map, observations, and analysisIdentify and prioritize improvementsCGA decide on changes to pursue in Phase 2Develop high-level implementation planPHASE 2: IMPLEMENT IMPROVEMENTS (TBD)

Workshop 1 Workshop 2

Huron will be conducting fit-gap between the existing Research Administration System (RAS) and upgraded PeopleSoft 9.2 technology


Phase 1: Explore, Analyze, and identify Improvements Workshop 1 Approach

Establish a cross-functional working team including representatives from CGA who do the process, other key process participants, and customers for interviews

The team will create a value stream map of high-level CGA processes that will allow the team to:

• Use metrics to help identify the most critical processes that need to be improved

• Consider the customer’s perspective (and other constituents involved in the process) to prioritize improvements

• Evaluate the organization

Deliverable: Current state process map


Phase 1: Explore, Analyze, and identify Improvements Workshop 2 Approach

Analyze current state PROCESS for issues

Evaluate current state ORGANIZATION for issues

Consider the outcome of the fit-gap between the existing Research Administration System (RAS) and upgraded PeopleSoft 9.2 technology conducted by Huron

Identify improvements

Prioritize improvements for Phase 2

Design select improvements at a very high-level and map future state

Deliverables: High-Level future state map, Issues list, Prioritized improvements list & High-level implementation plan


Workshop #1 Briefing A group of 25 participants from each control point across campus

met for two full days on Feb. 11-12

The team was challenged by John Ellis to conceptualize a new process that could result in a “5 out of 5” customer satisfaction rating

The team completed in each core area

• Process simulation

• Value stream mapping

• Observations of waste

• Root cause analysis

• FECRS exercise (fix, eliminate, consolidate, rearrange, simplify)

• Individual brainstorming of improvement ideas


Workshop #1 Briefing

There was broad agreement about existing pain points

Preliminary common themes that prevailed included the following:

• Eliminate Excel trackers

• Consolidate/coordinate all systems

• Create single repository for all documents

• Automate reports/invoices

• Improve system navigation/views

• Limit invoice templates

• Eliminate redundant reviews

Workshop #2 on March 9-10 will focus on refining improvement ideas and creating the workshop deliverables


Workshop #2 Criteria

Enhances Customer Satisfaction (Principal Investigators, Research Administrators and other support):

• Streamlined

• Seamless

• Quality

• Timely

• Value-Added

• Service-focused



Maximizes Process Performance

• Results in reliable, standard product (95% within customer standards – quality & service level)

• Reduces TIMWOOD (transport, inventory, motion, waiting, overproduction, over-processing, defects) waste to result in reduced cycle time

• Benefits large number of end users (versus only the central offices)

• Affects large number of transactions or percentage of the sponsored research portfolio

• Has clear performance or service metrics that can be measured for improvement



Leverages Technology

• Leverage the functionality of the University’s technology investments (e.g., RAS)

• Technology aligned with the current and future business needs of the institution

Reasonable Return On Investment

• Derived Benefits (enhanced revenue streams, cost savings, risk reductions)

• outweighs

• Financial and Time Investment to make change (implementation costs, increased risks, speed of change)


Phase 2: Implement Improvements The team’s ideas will be reviewed by School of Medicine

Department Managers Advisory Committee, Research Advisory Board and Control Point Financial Officers before action

After a decision is made confirming which changes to pursue, this phase moves into development of the future state:

• Complete detailed design

• Plan and implement changes

• Manage changes and monitor results


End of Award Spending Monitoring

New Procedures to Enhance Stewardship of Our Research


First Principle of Award Spending Allowability of Costs

The nature of the goods/services acquired reflect the action that a prudent person would have taken under the circumstances prevailing when the decision to incur the cost was made

• The cost is of a type generally necessary for the university's operations or the award's performance

• Whether the recipient complied with its established policies in incurring the cost

• Whether the individuals responsible for the expenditure acted with due prudence in carrying out their responsibilities to the Federal government, the public at large, and the University

Reasonableness (Including Necessity)


First Principle of Award Spending Allowability of Costs

The goods/services involved are chargeable/assignable to the cost objective in accordance with the relative benefits received

• Incurred solely in order to advance work under the award

• Benefits both the award and other university work

‒ Proportions can be determined without undue effort SO costs should be allocated on the basis of the proportional benefit

‒ Proportions cannot be determined because of the interrelationship of the work involved SO costs may be allocated on any reasonable basis (except budget) as long as the costs charged are allowable, reasonable, documented and processed through the University's control system

Allocability


Second Principle of Award Spending Accelerated and Delayed Expenditures Sponsors monitor grantee expenditure rates under individual grants within each budget

period and within the overall project period

The funding was provided for each budget period based on an assessment of the effort to be performed during that period

• Although sponsors allow certain flexibilities with respect to rebudgeting, there remains an expectation that the rate and types of expenditures to be consistent with the approved project and budget

• So, sponsors may question or restrict expenditures that appear inconsistent with these expectations

The Sponsor may review cash drawdowns expenditure patterns to determine whether they indicate:

• A deficiency in the grantee’s financial management system or internal controls

• A grantee's inability to complete the approved project within the approved budget and period of performance

As illustrated in the NIH Grants Policy Statement Section 7.5

http://grants.nih.gov/grants/policy/nihgps_2013/nihgps_ch7.htm#cost_related_work_allocation


CGA Award Spending Monitoring

Reviewing Spend Rate comparing annual spend rates and the last 90 days of the current budget period for unusual patterns

Increased monitoring of expenditures incurred in the last 90 days that inherently cannot be utilized in that period of time e.g., equipment, supplies

During the monitoring process should questions arise surrounding patterns, CGA will ask the department for an explanation regarding the allowability of the expenses

New Procedures to Be Implemented

Uniform Guidance Updates


NIH Issued Final Guidance on F&A Rate

On February 5, 2015, NIH released their updated guidance at NIH Interim Grant General Conditions

NIH choose to not to adopt the Uniform Guidance flexibility regarding the F&A rate provided to foreign subrecipients

Awards to domestic organizations with a foreign or international consortium participant may only include 8% of the modified total direct costs (MTDC), less equipment, for the foreign or international consortium participant

Please submit your proposals accordingly

Foreign Institution and International Organization Subcontractors

http://grants.nih.gov/grants/policy/NIH%20Interim%20Grant%20General%20Conditions.pdf


NIH Issued Final Guidance on F&A Rate F&A for awards supporting institutional training grants and K

awards

• Will continue to be reimbursed at a rate of 8% percent of MTDC, exclusive of tuition and fees, health insurance (when awarded as part of tuition and fees), expenditures for equipment, and consortiums in excess of $25,000

‒ Exceptions to this policy for state, local and Indian tribes do not apply to state universities or hospitals

F&A for other subrecipients

• Should be budgeted at the subrecipient’s federally negotiated F&A rate or, if the subrecipient has never had a federally negotiated rate, then at the de minimus F&A rate of 10% MTDC except if the awarding federal program is subject to a reduced F&A rate


Administrative and Clerical Direct Charges

Generally, administrative and clerical salaries should still not be direct charged, but the rules governing “major project or activity” exceptions have been dropped and replaced by the following criteria, all of which must be met:

• Administrative or clerical services are integral* to a project or activity;

• Individuals involved can be specifically identified with the project or activity;

• Such costs are explicitly included in the budget or have the prior written approval of the Federal awarding agency; and

• The costs are not also recovered as indirect costs.

If all of these requirements are met, PIs/departments should add a new justification statement to proposals to facilitate the required agency approval

However, NIH is waiving their right to pre-approval

Applicable CFR Section: 200.413(c)


Administrative and Clerical Direct Charges *UCSF has determined that integral means:

• Personnel costs must be essential, vital, or fundamental to the performance of the award or activity as documented in the award proposal or scope amendment

• Generally administrative and clerical support as individual annual effort must not be less than 10% or less than $3,000 dollars budgeted per year

• Instances where individual is on 3 or more awards and has substantial cumulative annual effort charged to federal sources, budgets must be evaluated for appropriateness with university and federal guidelines


Participant Support Costs

Includes stipends or subsistence allowances, travel allowances, and registration fees paid to or on behalf of participants or trainees (but not employees) in connection with conferences or training projects (except NIH Kirschstein-NRSA programs)

• Contrasted to Research subject payments, also known as patient incentives and respondent fees, which are small payments made to individuals participating in a research project as a "Human Subject" (tracked in GL Account 57823)

Not routinely allowed on research projects but can be charged if the project includes an education or outreach component

These costs should be explicitly listed in the proposal budget or approved by the funding agency after the award has been made

These costs also will not realize indirect cost recovery under the Uniformed Guidance

Applicable CFR Sections: 200.75, 200.456


Participant Support Costs

A new GL account 57824 has been created to track these costs

There is no corresponding commodity code in BearBuy, so look for the closest applicable commodity code and override the Account code

• For example: you are paying for the cab expense for a participant

• Find “travel” in the commodity, and then type 57824 in Account field

• For an illustration of this procedure, see the BearBuy Requester Quick Reference

In future editions, we will provide guidance on how to account for participant support costs in MyExpense

• In the interim, use a cost transfer journal to move the costs to proper Account in the General Ledger

The MTDC Base Code (A) was adjusted effective March 1

Remember, BearBuy should not be used to make direct payments to participants or research subjects

Participant Support Costs are items in connection with conferences, or training projects

http://supplychain.ucsf.edu/sites/supplychain.ucsf.edu/files/wysiwyg/BearBuy_Requester_Quick_Reference.pdf

http://supplychain.ucsf.edu/sites/supplychain.ucsf.edu/files/wysiwyg/BearBuy_Requester_Quick_Reference.pdf


PI Sabbaticals vs. Disengagement

Sponsor prior approval is no longer required when PIs are away from campus for 3 months or longer, as long as their work on the project continues at no less than 75% of the level of effort committed

• We no longer need to seek prior approval for sabbaticals

• We do still need to seek prior approval if a PI will be “disengaged” for 3 months or more

Applicable CFR Section: 200.308


Quick Reference Guide for Principal Investigators The UCSF Costing Policy Group has prepared a quick reference

guide to help Principal Investigators understand the impacts of the Uniform Guidance (2 CFR 200)

Please share the Uniform Guidance Quick Reference Guide for Principal Investigators (available on the Office of Sponsored Research website) throughout

your area

http://osr.ucsf.edu/sites/osr.ucsf.edu/files/UCSF%20Uniform%20Guidance%20Quick%20Guide.pdf


Stipend Desk / xTrain Responsibilities


Stipend

Submit a completed Stipend Voucher Template to Student Stipend Desk @ [email protected]

• The template is located on the Student Accounting Forms Tab on the Controller’s office website http://controller.ucsf.edu/students/stipend/Default.aspx

Be sure to verify chartfields and the UC ID number

To ensure timely payment of the stipends, please submit template before 3PM cut off

Department Level Responsibility

mailto:[email protected]

http://controller.ucsf.edu/students/stipend/Default.aspx


Stipend

For Stipend overpayment:

• Check payable to: UC Regents

• Campus mail to Controller’s Office – Stipend Box 0812



Stipend

Once your file is submitted to the CO-Student Stipend Service Desk, Student Accounts will review and upload it to the PeopleSoft Accounts Payable system

If any of your lines are rejected by the PeopleSoft Voucher Load process, you will receive a notice via email describing the error

• Corrections should be sent ASAP to avoid payment delay

CO-Student Accounts Stipend Desk Responsibility


Stipend

Notify Controller’s Office Student Stipend Desk ([email protected]) of:

• Changes in stipend payment

• Changes in chartfield

• Changes in payment type (from paper check to direct deposit –EFT)

‒ For EFT, need a voided check and the completed form which can be found at http://controller.ucsf.edu/students/files/Stipend_DirectDeposit.pdf



http://controller.ucsf.edu/students/files/Stipend_DirectDeposit.pdf

http://controller.ucsf.edu/students/files/Stipend_DirectDeposit.pdf


xTrain Termination Notices

After the appointment has ended, a Termination Notice has to be initiated thru the xTrain (do this before the trainees and fellows depart UCSF)

• For Fellowship Grant

‒ Program Director/Principal Investigator (Fellow), Business Official (BO), and Sponsor or Sponsor Delegate has to login to eRA Commons https://commons.era.nih.gov/commons/

Click the xTrain menu

Locate the Fellowship award

Submit a Termination Notice


https://commons.era.nih.gov/commons/



For Training Grant

• If the appointment period for the Trainee(s) is about to end, the Program Director or Principal Investigator has to login to eRA Commons https://commons.era.nih.gov/commons/

‒ Click the xTrain menu

‒ Locate the Trainee

‒ Either re-appoint or terminate the appointment


https://commons.era.nih.gov/commons/



Processing of Termination Notices (TN)

• Appointment Period (Trainees)

‒ Program Director/Principal Investigator (PD/PI) locates the Trainee on Roster, initiates a Termination Notice, inputs additional information and routes TN to Trainee

‒ Trainee fills out required information and routes the TN back to PD/PI

‒ PD/PI reviews TN and routes it to Business Official




Processing of Termination Notices

• Fellowship Period (Fellows)

‒ The Fellow or PD/PI locates his or her name on the Termination Notice (TN) inputs additional information and routes the TN to the Sponsor

‒ The Sponsor Reviews and certifies the information and routes the TN to the Business Official

• For assistance, please contact the eRA Help Desk at 1-866-504-9552 or refer to http://grants.nih.gov/support


http://grants.nih.gov/support




xTrain Certification of Termination Notice

After the Termination Notice (TN) has been initiated and completed, it should be routed to Student Accounts Business Official (BO) for final certification

An auto email notification will be sent to the Student Accounts mailbox every time a TN gets routed to the Student Accounts BO

Student Accounts BO reviews the TN and ensure that the TN has the complete information such as:

‒ Summary of Training Received (Box 8)

‒ Signature of Fellow or Trainee and Date (Box 12)

‒ Signature of Sponsor or Program Director, Date and Type Name of Sponsor or Program Director (Box 13)



xTrain Certification of Termination Notice

Student Accounts BO verify the accuracy of the payment by generating AP/Payroll reports from My Reports to capture stipend payments made after the COA implementation or generate reports thru Weblinks for payments made prior to COA

If the Student Accounts BO finds any discrepancy on the total paid in the records vs. the amounts on the TN, an email is sent to the PI or finance analyst to resolve the discrepancy

• The variance can be resolved by correcting the appointment period, total amount or providing the Student Accounts BO for the cost transfer journal that was created



Post Award Hot Topics• Effort Reporting Reminder

• Interlocation Transfers

• Award Advance Requests

• January/February MyReports Updates


Interlocation Transfers

• The deadline is Monday, March 23, 2015

• Anything not received by the March date will need to post in April 2015, or miss the 2014-2015 cutoff

• Required for

‒ Multiple Campus Research Programs and Initiatives

‒ UC Center for Health Quality and Innovation

‒ UC Proof of Concept

‒ Cancer Research Coordinating Center

‒ UC Discovery Program State Match

‒ UC Laboratory Fees Research Program

‒ UC Mexus Research Program

Due to the Office of Budget and Resource Management no later than Friday, April 17, 2015 for fiscal year 2014-2015


Interlocation Transfers

Interlocation transfers for special state appropriations follow the same deadlines

Corresponding “swaps”of statutory funds must be based upon the close balances as of February 28, 2015

• This only affects studies on lapsing funds 18076 and 18090


Effort Reporting Reminder

New feature, the MyCertifications list, in ERS to help facilitate the PI’s review of effort reports

• Especially helpful for PI’s who collaborate on multiple projects

• Includes employees paid from projects linked to the searched PI and the PI’s personal effort reports (whether or not the searched PI is paid from their own projects)

• Excludes other Faculty in Professorial, Professional Research, and Management Titles as well as any other employees who must self‐certify

• If an employee works for a PI but is paid from a funding source that is not linked to the PI, their effort reports will not show on this list

Due on April 30, 2105, for the period of July 1 to December 31, 2014


Award Advance Requests Updated Campus Guidance

Advances will be automatically set up for a 12-month period

The Chair’s / Director’s signature is no longer required

• Unless advance amount is greater than $500,000 or request extension beyond 12 months

In lieu of the Chair’s / Director’s signature, the MSO signature is now required

Forms updated on 3/05/15 and effective 3/15/15

• Award Advance Request Form

• Award Activity Period Advance Request Form

To reflect changes requested by the Deans of All 4 Schools

http://osr.ucsf.edu/forms

http://osr.ucsf.edu/forms


Award Advance Requests The MSO will not sign the request without receiving documentation

of the Sponsors’ commitment and estimated funding amount

• The expectation is that the department will request this documentation

In the event that the award does not arrive within this advance time period, the Controller’s Office will seek approval from the Dean’s office to extend the advance

If and when the advance is closed, the department will be required to move all expenses to their discretionary project

• Contracts and Grants Accounting (CGA) will inactivate the advance activity period

• Without an advance, departments will need to record expenditures on a discretionary fund until the sponsor has funded the award / budget period


MyReports Updates

Available on the Faculty Portfolio tab

Displays summary level General Ledger and projections data for programs with projects from multiple PIs and/or multiple Dept IDs

Filters provide flexibility to define the report data and date parameters, and includes the option to display direct costs only

See job aid http://controller.ucsf.edu/fin_reports/procs.asp

Program Portfolio Report - New Report

http://controller.ucsf.edu/fin_reports/procs.asp


MyReports Updates

Distribution of Payroll Expense Report

• Default date changed to Last Closed Month

• Added Home Dept ID to filter page and report

• Show Detail Columns option on filter page

• Added option to display chartfield codes/descriptions on filter page

• Added hyperlink from Employee ID to Employee Lookup Report

Transaction Detail Report

• Added ability to save additional fields in MyFavorites

Recent Enhancements


MyReports Updates

Account Tree Level D

• Restructured for upcoming Portfolio Projections enhancement (coming in June 2015)

Data Warehouse

• Added adjustment periods

Performance Tuning

• Gift & Endowment Income Report decreased runtime by 60%

Ad Hoc Business View Users

• Added data on restriction, use and purpose information for gifts and endowments

Structural Enhancements


NIH NOT-OD Updates• NOT-OD-15-073 – correction to

application guide

• NOT-OD-15-077 – NIH implementation

of the Uniform Guidance and Q&A

webinar


NOT-OD-15-073

Correction to SF424 (R&R) Application Guide for NIH (dated November 25, 2014)

Section 4.8 Special Instructions for Preparing Applications with Subaward/Consortium

• eRA error will occur if required fields are left blank

• Dates for subcontract budget must be completed and aligned with the prime budget period dates – even during years that the sub is inactive

• See NOT-OD-15-073 for details on how to complete fields during years that a subcontract is inactive

http://grants.nih.gov/grants/guide/notice-files/NOT-OD-15-073.html


NOT-OD-15-077

NOT-OD-15-077 provides a link to an informational YouTube video of the NIH implementation of the Uniform Guidance

Interactive Q&A webinar is scheduled for Thursday, March 12, from 10:30 AM – 11:30 AM Pacific

For more information go to the NIH Webinar webpage http://grants.nih.gov/grants/webinar_docs/webinar_20150315.htm

As implementation guidance is received, campus guidance will be disseminated by the appropriate control point

http://grants.nih.gov/grants/guide/notice-files/NOT-OD-15-077.html

http://grants.nih.gov/grants/webinar_docs/webinar_20150315.htm






We Are Here To Serve You

Research Management Services (RMS) for federal grants, fellowships, cooperative agreements and all non-profit sponsors http://osr.ucsf.edu/find-my-osr-staff

Government and Business Contracts (GBC) for federal contracts and all state, city, county, and foreign government/organization sponsors http://osr.ucsf.edu/content/gbc-contact-information

Industry Contracts Division (ICD) for all industry sponsors (industry is the prime sponsor) http://ita.ucsf.edu/about/staff

CGA Service Desk for post-award issues [email protected]

http://osr.ucsf.edu/find-my-osr-staff



http://osr.ucsf.edu/content/gbc-contact-information



http://ita.ucsf.edu/about/staff




research administration town hall wednesday march 11, 2015 9:00 -11:00 am parnassus cole hall with a...

Documents

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osr budget

osr leadership

osr website

osr stakeholder update

osr advisory board

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