University of Washington - Amazon S3€¦ · 200% 250% 200% increase in number of Budgets since...
Transcript of University of Washington - Amazon S3€¦ · 200% 250% 200% increase in number of Budgets since...
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University of Washington Faculty Council on Research
Wednesday, May 11, 2011, 9:00 a.m. 142 Gerberding
Meeting synopsis: 1. Call to Order and Approval of Agenda 2. Approval of minutes from April 13, 2011 FCR meeting 3. Announcements 4. Requests for Information and Updates
• Update on changes in Grant and Contract Accounting – Sue Camber 5. Adjournment 1. Call to order Council chair Ron Stenkamp called the meeting to order at 9:03 a.m.
2. Approval of Minutes The minutes from the April 13, 2011 meeting were approved as written. 3. Announcements Eaton said that when President Young arrives, Interim Provost Lidstrom will return as Vice Provost for Research, and he will return to his position as Associate Vice Provost. Wright said it would be useful to have Lidstrom come to the council and talk about how changes in tuition rates will affect the relationship of research to education on campus.
4. Requests for Information and Updates
Update on changes in Grant and Contract Accounting Sue Camber gave an update on changes in Grant and Contract Accounting (GCA). She specified that it is the post-award office, dealing primarily with accounting functions. Camber went through a presentation [Attached – Appendix A] detailing growth in research volume, office goals and lean initiatives, statistics on backlogs, and conclusions based on changes made in the last year. During the course of the presentation, questions and comments clarified the following points:
• UW has fallen behind with staffing compared to volume of research when looking at national trends. • Closing within 120 days of expiration is a bigger challenge than some of the other goals [Slide 4]. • Office staff are cross-trained but often working at one station. There are roughly 32 people in the
campus services unit and 51 people all together. • To preserve institutional memory, tools like documenting process steps and document changes are
used. One council member suggested starting a wiki for the office. • Work needs to be done with the Office of Sponsored Programs to allow budget setup time in GCA to go
from an average of two days down to 24 hours. • Major peaks in workflow occur as budgets expire in June and reports are due 90 days after, and there
are a lot of December expirations. Other movements in the graphs can be attributed to major process changes.
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• Extra efficiencies have primarily come from changing the process, rather than putting in extra money. • There is recognition that there is a breaking point and workload cannot continue to increase indefinitely
with the current office size. If reports weren’t in, sponsors could refuse to fund or levy fines. • Typically there are not a lot of fines, but sponsors have threatened to shut funding down, usually for
problems with progress reports or financial reports. • One council member suggested using a normalized risk number. • In the event of a shutdown, usually what would happen is the sponsor wouldn’t fund any new grants.
Typically it’s just a delay. Some universities have had expanded authorities taken away and/or restrictions placed upon them, for not getting things done on time and other issues.
5. Adjournment The meeting was adjourned at 10:30 a.m. Minutes by Craig Bosman, Faculty Council Support Analyst. <[email protected]> Minutes approved by electronic vote in June 2011. Present:
Faculty: Stenkamp (chair), Spieker, Wright, Vogt, Roseler President’s Designee: Eaton Guests: Camber, Chronister
Absent: Faculty: Curran, Haselkorn, Jain, Fluharty Ex Officio: Smith, Starostina, Pantazis, Spelman, Nolan
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Faculty Council on ResearchFaculty Council on ResearchGrant and Contract AccountingGrant and Contract Accounting
Sue Camber, Associate Vice PresidentSue Camber, Associate Vice PresidentFinancial ManagementFinancial Management
May 11May 11, 2011, 2011
Our goal:Our goal: Speeding the pace of scientific progress
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Reducing administrative burden to PI (currently estimated at 42%)
FCR Minutes - Appendix A
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300%
350%
% change
((1990 base year)1990 base year)
255% increase in
308% increase in Direct Expenditures $ amount since 1990
50%
100%
150%
200%
250%
200% increase in number of Budgets since 1990
20% increase in number of FTE
255% increase in Awards $ amount since 1990
Additional 77.5 FTE to match 1990 ratio of number of budgets managed per FTE
Finance & FacilitiesApril 29, 2011 3
-50%
0%
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
number of FTE since 1990
• Budget set up: 24 hours
• Invoicing: by due date
• Reporting: by due date
• Closing: within 120 days of expiration
• Prompt response to all customer inquiries
• Standard approaches to all processes
Finance & Facilities 4April 29, 2011
FCR Minutes - Appendix A
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Closings
• Improvement goals
– Eliminate backlog of 5478 budgets
– Close budgets within 120 days of expiration
Invoicing
I t l• Improvement goals
– Submit timely invoices
– Eliminate backlog of unbilled invoices
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A space dedicated
to accomplishing one goal.
This area had:
• No distractions
• Checklists with clear steps
• Accountability
• Immediate feedback
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• Immediate feedback
• Visual cues
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Pending cash & journal voucher processing
Visual Cues
p g
Problems to Resolve
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Input
Input
Input
Output
Output
Output
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Input
Input
Challenges•What is being worked on?•When will it be done?•What challenges are being encountered?
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Delay when dept needs new Fixed P i S l
Cash entries not processed timely
Missing files delay entire process
Price Surplus budget
y
Prepare adjustments •Budget•Indirect cost•Cash
Station 2Station 2
Confirm requirements met •Reporting/invoicing•Cost share
Determine disposition of
Station 1Station 1
Manager review
Journal voucher approval
Station 3Station 3
Final balance check
Close in system•FIN•GrantTracker
Station 4Station 4
Waiting for deficits to be cleared
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Encumbrances not cleared
Disposition of balance undetermined
Review can back up quickly
pbalance/deficits
Cost sharenot met
InconsistentprocessingPrior
budgetsnot closed
• Improvement approach– Build on initial LEAN improvementsBuild on initial LEAN improvements
– “Stream” all processes
– Provide consistent campus interface
– Level work
– Standardize processes
– Eliminate waste and wait time
– Use visuals in all streams
– Develop daily goals tied to demand
– Track actuals and identify gaps on a daily basis
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FCR Minutes - Appendix A
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• Timeline
LEAN l h A 2010– LEAN launch – August 2010
– Launch four major streams – October 2010
– Staff grant analyst team – December 2010
– Launch additional streams – March 2011
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FCR Minutes - Appendix A
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OSP GCA
New FPSProcess
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Fixed price surplus
Dispositionof
Balance
Setting up the right type of budget
Setting thebudget upcorrectly
Clear invoicing/reporting terms and information
Receipt of Award at GCA to P.I. Notification by GCA
2 2 2 2 2
3
4 4
3 3
2 2
3
1
2
3
4
5
Nu
mb
er o
f B
usi
nes
s D
ays
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0
Apr-10 May-10 Jun-10 Jul-10 Aug-10 Sep-10 Oct-10 Nov-10 Dec-10 Jan-11 Feb-11 Mar-11 Apr-11
Average GCA Time Target = GCA 24 hour new budget setup time
FCR Minutes - Appendix A
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600
Current Month Due Excluded
379350 344
329352
404
448
506 499485
432
375
280
100
200
300
400
500
Number ofRep
orts Due
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0
Apr‐10 May‐10 Jun‐10 Jul‐10 Aug‐10 Sep‐10 Oct‐10 Nov‐10 Dec‐10 Jan‐11 Feb‐11 Mar‐11 Apr‐11
8.98.59
10
Millions
Monthly Cost Reimbursable Grant Expenditures Not Billed
6.4
8.0
5.15.4
4.75.1
5.8
4.9
4.4
3.5 3.5
2
3
4
5
6
7
8
M
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‐
1
Apr‐10 May‐10 Jun‐10 Jul‐10 Aug‐10 Sep‐10 Oct‐10 Nov‐10 Dec‐10 Jan‐11 Feb‐11 Mar‐11 Apr‐11
Billable Prior Months Expenditures
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6000
Budgets Expired with End Date > 120 days
4321
3734
3089
23961932
1704
470
518
595
676
6911578
1444 1637 23872255
21762275
1986
4791
4252
3684
3072
2623
3282
2904 2972
34573172
2917 2828
2424
1000
2000
3000
4000
5000
Numberof Budgets Not Closed
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17041460 1335
1070 917 741 553 4380
Apr‐10 May‐10 Jun‐10 Jul‐10 Aug‐10 Sep‐10 Oct‐10 Nov‐10 Dec‐10 Jan‐11 Feb‐11 Mar‐11 Apr‐11
Backlog Closings Total Expired
$13 0
$14.2$15
Millions
2 94.7
3 0 3.5 3 3 3 14.1
1.4 1.2 0.91.1
2.1
2.8 2.4 3.12.1
2.3
1.7 1.5 1.4
3.7 3.8 3.8
6.9
5.66.8 7.2
7.7
4.43.2
2.92.7 2.6
$7.3 $7.3 $6.9
$10.9
$12.4 $12.6$13.0
$9.7 $9.7
$6.8$6.2 $6.2
$5
$10
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2.1 2.3 2.2 2.9 3.0 3.5 3.3 3.12.2 2.0 2.2
$0
Apr-10 May-10 Jun-10 Jul-10 Aug-10 Sep-10 Oct-10 Nov-10 Dec-10 Jan-11 Feb-11 Mar-11 Apr-11
$ Check Suspense $ Wire Suspense $ OSP Suspense
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• Productivity trending up in all streams
• Backlog trending down in all streams
• Where we have standardized, it’s having an impact
• Staff and leaders are engaging in the change
B i i t h iti f db k f• Beginning to hear positive feedback from campus customers
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“ GCA staff are wonderful and very helpful WHEN they get to my problems.
Sometimes it is MONTHS before they get to some issues—particularly closings and cost sharing issues.
I believe this is a reflection of a department that is sorely understaffed for the volume of work they must process.”p
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FCR Minutes - Appendix A
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“ I just wanted to say how much I appreciate all the work that GCA has been doing for our departments lately.
I know the entire university asks a lot of your teams and that there has been so much work done in the transition and with the new LEAN process.
I have noticed a tremendous difference in the quantity and quality of the GCA service, and it is making my work so much more manageable an productive.
Thanks so much for the great work!”
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• Compelling and succinct goals
• Visual links and solid hand‐offs between streams
• Standards around daily change
• Incorporating additional lessons learned
• Closing the gap between goals and actual
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FCR Minutes - Appendix A