Docstoc

Guidelines for Conducting a Business Meeting - Excel

Document Sample
Guidelines for Conducting a Business Meeting - Excel Powered By Docstoc
					           Category                                   Recommendations #s & summary                                                             VPR comments (winter 2009)
grant admininstration issues      Recommendation 57: It is recommended that a system of bridge funding          None – there are several intertwined aspects such as NSHE and UNR policies on funding
                                  for NTT faculty be developed to cover brief periods without funding, due      for illness or pregnancy and how those interface with bridge funding. To some extent the
                                  to shortfall of funding or emergency situations as illness or pregnancy.      portion of F&A that is returned to the College, Department and PI (23.25% total) can be
                                                                                                                used as bridge funding. Development accounts by PI's can also be used for bridge
                                                                                                                funding. Also note: an ad hoc committee made recommendations on this issue at the end
                                                                                                                of last year. New language was recommended for the Adminsitrative Manual. Faculty
                                                                                                                Senate may be able to provide the details.


                                  Recommendation 58: It is recommended that faculty on B contract be            I believe this is an HR question as to how the university matches retirement. I am not
                                  offered the option of having retirement paid on overload salary.              sufficiently versed in this area to determine if it is something that can be solely addressed
                                                                                                                by VPR. It is recommended that the RG committee should ask Marc Johnson about the
                                                                                                                appropriate structure for this discussion.


                                  Recommendation 59: It is recommended that a funding mechanism for a None. To revise a fringe rate, the University must negotiate at federal level and work
                                  competitive professional development leave be explored. Professional closely with the DCA (Direct Cost Analyst) assigned to our region and would require an
                                  leave may possibly be funded through revised fringe benefit rates.   amendment to our currently negotiated F&A rate. This issue has been discussed at
                                                                                                       Faculty Senate. The RG committee should ask Marc Johnson about the appropriate
                                                                                                       structure for this discussion.

                                  Recommendation 60: It is recommended that the minimum number of               This is not the purview of VPR. It is recommended that the RG committee should ask
                                  days of notice for notice of non-renewal is increased to at least 60 days,    Marc Johnson about the appropriate structure for this discussion.
                                  with number of days of notice possibly being linked to longevity.


                                  Recommendation 61: It is recommended that the possibility of using         None – this is not my purview; it may actually reduce effort on grants which is the main
                                  state funds to temporarily support non-traditional faculty to increase the mission of VPR. It is recommended that the RG committee should ask Marc Johnson
                                  kinds of roles that these faculty can play on campus. There are currently about the appropriate structure for this discussion.
                                  between 550- 600 tenured or tenure track faculty and about 250 NTT
                                  faculty members. Use of state funds to help support these faculty
                                  members would allow them to play a bigger role in the teaching and
                                  service mission of the university.


                                  Recommendation 62: It is recommended that the university revisit the          None- this is an HR function. It is recommended that the RG committee should ask Marc
                                  policies on the position classification of NTT. In particular it seems        Johnson about the appropriate structure for this discussion. The RG Committee should
                                  capricious to lock a staff member into the job description where they         also ask the Executive Board about the extent to which this may overlap with the group
                                  were originally hired if, over time, their responsibilities change.           that is exploring the issues of non-traditional faculty.


                                  Recommendation 63: It is recommended that the possibility of partial          None- this is a Provost function. It is recommended that the RG committee should ask
                                  tenure track lines be explored. Half state-funded and half soft-funded        Marc Johnson about the appropriate structure for this discussion.
                                  positions provide greatly enhanced job security, allow a broad range of
                                  activities by the faculty member and while retaining the incentive to
                                  generate grants.

faculty capacity                  Recommendation 37, 54, 64-75: Strengthen faculty research capacity.           The search engines in OSPA facilitate “tracking” and allow for faculty to create a
                                  Issues include: mentoring and training in all fields. Continue to develop     personal profile and to be notified of funding opportunities consistent with that profile.
                                  better tracking of grant, fellowship and residency opportunities by the       Faculty are encouraged to utilize such. The ResearchNotes list serve also promotes these
                                  research offices. (This has improved in recent years, but could continue      opportunities as they become known. Furthermore, this year the Provost has established
                                  to improve). Reduce academic isolation in fields with low representation      working groups around research theme areas (Sustainability, the Environment, Health).
                                  in UNR curriculum and programs. UNR’s isolation from powerful                 These are multi-college, multi-disciplinary groups with the intent of creating synergies
                                  networks of scholars and resources is perceived as limiting                   that will lead to increase research capabilities. Consideration of some of these issues
                                  competiveness for research funding and opportunities. Fund, seed, or          should be driven from the discipline through their departments and colleges, not by VPR
                                  match networking opportunities at nearby (west coast) centers, reading        office. Recognition of the time for scholarship lies in annual faculty evaluation and role
                                  groups, or work groups for productive faculty in smaller departments or       statement processes within departments and colleges. While OPSA can help a new
                                  who focus on under-staffed areas in large departments.Use data on             investigator through the technical aspects of grants submission, to truly “grow” new
                                  faculty research interests to research funding opportunities in order to      investigators will require a culture with the academic units that helps new investigators
                                  notify faculty of possible grant opportunities. Create a mentoring            from conception of an idea, to development of a proposal, to publishing results, etc.
                                  program where new faculty are mentored by OSPA staff and experienced          Significantly more mentor burden will be placed on colleagues in the discipline than on
                                  PIs to help “grow” new investigators. Promote continued understanding         OSPA staff. Taken together, these recommendations raise the question: what steps can be
                                  of models of humanities research at higher administration levels in order     taken to strengthen the research culture at UNR? The Faculty Senate RG Committee has
                                  to accommodate time intensive nature of much humanities scholarship           been charged with responsibility for developing a framework of discussion and
                                  and creative activity. Acknowledge that research fellowships or               consideration of these issues. The VPR office will work with the RG Committee on this
                                  residencies occur off-site and require teaching and service load              issue. Discussion with the RG committee may include consideration of the definition of
                                  accommodations by departments.                                                research (may differ across discliplines, can be difficult to distinguish from service or
                                                                                                                consulting)




                                  Seek and form private/public partnerships and cooperation with
                                  local/state agencies and foundations (e.g. Nevada Humanities) at higher
                                  administration level, so faculty spend less time working on those
                                  relationships and competing with one another for limited resources. In
                                  addition, continue to reserve CLA scholarly and creative activities funds
                                  for competitive distribution to scholars across the college and disciplines
                                  for support and subvention of research and performance. Ensure
                                  evaluation and compensation models that enable faculty to pursue
                                  fellowship and residency opportunities.Accommodate and encourage
                                  flexible teaching schedules to enable time-intensive on-site or off-site
                                  focused research. Enable faculty to apply for and plan for short-term
                                  fellowships during future academic years by “stacking” the teaching
                                  commitment in one term if desired.




Big-picture concepts to improve   Recommendation 38: It is advisable that policies and procedures be            Monetary support by the VPR is primarily for travel support. The VPR office increased
research productivity at UNR      examined to fully ensure UNR compliance with the laws, rules and              travel support funds to specifically fund travel for faculty to explore research funding
                                  regulations governing sponsored projects.                                     opportunities. The F&A returned to the Colleges/departments might be allocated in part
                                                                                                                to achieve some of these objectives (particularly utilizing the college portion to distribute
                                                                                                                to small units). Salary savings are now returned to the Colleges/departments to allow for
                                                                                                                these types of activities.


                                  Recommendation 46: review all internal policies to ensure a research-
                                  supportive infrastructure
          Category                             Recommendations #s & summary                                                               VPR comments (winter 2009)
                                                                                             OHRP = 1-25
Resource-related issues to   Recommendations for OHRP: 1, 2, 13, 15, 16, 17                           Over the course of the past three years, three different assessments have addressed OHRP issues.
increase system efficiency                                                                            The first was the Faculty Senate ad hoc committee, Chaired by Dr. Wendel. This was followed by
                             Funding OHRP at a sufficient level to facilitate efficient and effective a satisfaction survey conducted by the Center for Research Design and Analysis. Third was the
                             utilization of research, IRB panel-member and OHRP staff time.           internal review committee commissioned and charged by the Provost and chaired by Dr.
                             Perform an internal assessment to estimate the degree to which           McDonald. Each assessment provided recommendations/directions for improving the operation of
                             resources (equipment, office and file space, technology support,         OHRP. Finally, a self study associated with accreditation through AAHRRP was conducted.
                             personnel) and/or systems and procedures currently limit efficient       These reviews have provided a thorough assessment and the office is working to implement
                             operation of OHRP. Update the OHRP website. Invest resources to          relevant recommendations from each.
                             strengthen training in ethics and completion of protocols (adopt         Over the past two years two more OHRP staff have been added. More IRB panel members must be
                             targeted measures to increase PI understanding of OHRP).                 recruited from the faculty and given recognition within their role statements for service of both the
                                                                                                      value of such service, as well as the time commitment involved.
                                                                                                      Digital Initatives was given the responsibility to update the OHRP website which will facilitate
                                                                                                      transparency, clarify issues and enhance training. A template was established and sent to OHRP
                                                                                                      for comment. Response deadlines have been delayed. However, a launch date in early August is
                                                                                                      anticipated.
                                                                                                      The emerging QA/QI program will be a key factor in training. The QA/QI is in beta testing at the
                                                                                                      moment. The OHRP has incorporated Ethics training modules into the CITI training that is
                                                                                                      currently available and utilized by faculty. Faculty have asked two questions about the new web-
                                                                                                      based system: (i) faculty have requested careful consideration of information that will be needed
                                                                                                      for a smooth transition (for protocols initiated under the old system) and (ii) faculty have asked
                                                                                                      whether additional resources could facilitate the transition.
1. Non-Resource-related        Recommendations for OHRP: 3,4,9,14,18-20,22,23,26-28 .                  The internal review commissioned by the Provost required metrics of all units within the Research
issues to increase system      ... including: Establish, measure and publish performance metrics       Division including OHRP. These will be assessed and published at the end of this semester
efficiency , 2. Enhance 2-     for OHRP. Clarify the roles of the OHRP Director and staff, including   (aligning with the annual evaluation timelines). The ultimate authority are the federal regulations
way communication between      the central roles and authorities of the VPR Office and Director of     that require an institution to establish Institutional Review Boards. These regulations outline basic
PI and research offices, and   OHRP to establish and monitor institutional policies regarding          parameters by which IRBs are constituted, their purpose, membership, etc. The institution
3. Better coordination         human research. Explore extending UNR IRB approval to major             develops internal policies to implement these parameters. IRB oversight is under the OHRP and
among admin offices that       affiliates and unchecking the box for non-federally funded protocols.   the Director therein. The OHRP Director and staff provide training, education, and guidance to
impact research                                                                                        the IRB members, the campus community and other institutions/entities that rely upon UNR’s
                                                                                                       IRB. The Director of the OHRP reports to the VPR for annual evaluation. The VPR also is the
                                                                                                       Institutional Official who reports violations of federal regulations to the appropriate entities and
                                                                                                       follows up on actions stemming from such situations. Overlaying the purviews of staff, including
                                                                                                       the Director of OHRP and the Institutional Official, are standards established by AAHRRP. As
                                                                                                       with any accrediting body, the AAHRRP standards establish guidelines for conducting business
                                                                                                       within the unit. AAHRRP accreditation provides another level of assurance that policies and
                                                                                                       procedures are in line with federal regulations. Furthermore, AAHRRP accreditation is required for
                                                                                                       pharmaceutical and clinical research, increasing opportunities in funding. As to the question of
                                                                                                       who has authority to determine the status of a particular human research proposal (to approve or
                                                                                                       not, to approve within a specific category i.e. exempt, expedited, full board review) – the IRB
                                                                                                       boards make these determinations and appeals regarding their action are taken to the IRB
                                                                                                       executive board. The new web-based system will generate some metrics electronically (turnaround
                                                                                                       times, proportions of protocols that are expedited or exempt, proportions of protocols that require
                                                                                                       revision, etc.) Two possibilities may be considered for generating other performance data: (i) each
                                                                                                       researcher who submits a protocol could be asked to provide feedback (within the web-based
                                                                                                       system, or separately) or (ii) the RG committee annual survey could include appropriate questions.
                                                                                                       The internal review commissioned by the Provost required metrics of all units within the Research
                                                                                                       Division including OHRP. These will be assessed and published at the end of this semester
                                                                                                       (aligning with the annual evaluation timelines). Faculty have asked (i) whether the measures used
                                                                                                       in the recent CRDA survey will be included in the set of metrics, (ii) whether information will be
                                                                                                       collected - about metrics used at comparable and aspirant institutions.and (iii) whether information
                                                                                                       about metrics used at comparable and aspirant institutions will be shared with the Faculty Senate
                                                                                                       RG committee.
Recommendations 5, 6, 8, 12:                                            To increase understanding of the OHRP, as well as IRB panel members, training is an obvious
Adopt targeted measures to increase understanding of OHRP               targeted measure. All researchers must undergo initial and periodic training on the purpose of
researchers and potential or newly appointed IRB panel members. To      IRBs and what is expected. Currently a major component of the required training is the CITI
encourage participation in research review, provide tangible rewards    training, allowing the OHRP to track who has been trained or not and who has current updated
for IRB service coupled to performance and proportional to              training. In addition, IRB chairs are sent to national conferences for training. To assist with
responsibility, and align review panel composition with protocol        further education, the following are actions underway but not yet launched: (1) the updated web
volume. To speed protocol review, consider an alternative distributed   site will provide much more information; (2) the software IRB manager will allow researchers to
mechanism (e.g. delegated to departments or schools) for evaluating     track their submissions, including seeing comments from OHRP staff and IRB boards that are
scientific merit. Create a framework to facilitate ongoing Quality      needed in order to secure approval; and (3) OHRP is conducting submission “pre-reviews" to
Improvement.                                                            provide feedback to researchers prior to the actual IRB in order to correct issues ahead of time and
                                                                        facilitate the submission process. Recognizing that "training" may include a broad array of
                                                                        didactic and non-didactic activities, increased clarity of IRB and OHRP feedback on researcher
                                                                        protocols can also strengthen researcher understanding of requirements and procedures.
     Category                            Recommendations #s & summary                                                                VPR comments (winter 2009)
OSPA
Resource issues to Recommendations: 34, 39, 40, 43 Complete the hiring for the remaining          Hiring has been completed; no current vacancies. Decision to continue Executive Director
increase efficiency vacant positions. Follow through on the request for bids for a web-based      position not been finalized. OSPA staff training is on-going. The vacancies within OSPA have
of OSPA             system to allows for paperless approvals, electronic signatures and           been filled in a manner that facilitates the work load. There are 6 pre –award individuals (5 are
                    grant/award tracking and administration . Create budget assistance for PIs.   classified with the Manager as professional). There are 6 post-award individuals (5 are classified
                    With regard to effort reporting, faculty report feeling constrained by the    with the Manager as professional). Training, like communication is needed on an ongoing basis.
                    Federal Policy that caps effort to bring in new funding at 5%. It is hoped    OSPA has been unable to fully address campus training for staffing reasons -- the designated
                    that this limit can be raised to 10% from additional funding.                 trainer was needed to pick up work-load for pre-awards. The intent is to move her back into the
                                                                                                  training position in January when the new pre-awards have been adequately trained. Within the
                                                                                                  past year, there have been a fair amount of staff turn-over. Currently, of the 6 Pre-Awards staff,
                                                                                                  including the manager, only 2 have been in the position over a year. On the Post-Award side,
                                                                                                  there has been greater stability with four of the six in the position for one year or more. It is
                                                                                                  believed that by reverting to the pre-post award functionality, the work flow (prioritization) has
                                                                                                  been made more efficient. OSPA staff training is on-going. Within the past year, there have been
                                                                                                  a fair amount of staff turn-over. Currently, of the 6 Pre-Awards staff, including the manager, only
                                                                                                  2 have been in the position over a year. On the Post-Award side, there has been greater stability
                                                                                                  with four of the six in the position for one year or more. It is believed that by reverting to the pre-
                                                                                                  post award functionality, the work flow (prioritization) has been made more efficient.
                                                                                                  OSPA routinely interacts with the main budget personnel in colleges to provide this type of
                                                                                                  information. In discussions held this year with Deans and Chairs, the issue is insufficient staff
                                                                                                  rather than the training of staff or templates for budgets, etc. This is a long term staffing need.
Non-Resource         Recommendations: 27- 29, 30 -36, 42, 44-49, 51-53 ,55, 56: These                 OSPA continues to work on a management by objectives approach. Newly established
issues to increase   recommendations address issues of staffing, improved efficiency, and             performance measures will be part of this year's annual review. Two relevant metrics are: (a) meet
system efficiency    performance measures to provide adequate and timely customer service and         deadlines for grants submission and (b) reduce contract negotiation time. On both of these,
and Enhance 2-       more support to faculty in meeting requirements of seeking funding               significant progress has been made. When the ARRA (stimulus money) began to flow, the
way                  opportunities, generating budgets and managing awards. They focus on             volume of proposals increased. In every month since ARRA has been available, OSPA has
communication        develop systematic strategies to ensure transparent and clear processes. In      exceeded the number of grants submitted compared to the same month a year ago and no deadline
between PI and       addition, the general attitude of OSPA staff should continue to shift from       has been missed. The estimated average contract negotiation time is 25% less than a year ago.
research offices     gatekeepers and/or compliance officers to facilitators. While it is important    Thus, a desk audit is not needed at this time. OSPA routinely interacts with the main budget
                     to ensure the academic integrity of the institution and its faculty, better      personnel in colleges to provide this type of information. In discussions held this year with Deans
                     communication could rectify this by explaining the legal implications of         and Chairs, the issue is insufficient staff rather than the training of staff or templates for budgets,
                     certain activity and working with faculty to find appropriate solutions. It is   etc. This is a long term staffing need. The VPR division is relooking at its overall staffing to
                     important that OSPA staff form team partnerships with PIs and their staff.       determine how to best move forward. This would include what to do with the position of OSPA
                     OSPA should work with a faculty group (including deans, chairs and the           Executive Director, which generated tension within the Research division. Overlaying the issue of
                     proposed standing Faculty Senate Committee on Research and Grants) to            what to do is whether there should be an overall director for OSPA or an Assistant VPR who has
                     streamline the internal processes, both the approval process as well as          responsibilities for OSPA and for coordinating general research services – i.e. interfacing with
                     finding a way to reduce the lead time required by OSPA to review and             OHRP, TTO, Center for Research Design and Analysis, etc.
                     submit proposals. Improve communications to improve research
                     environment. " In the spirit of this report, the actual impact of these
                     improved forms of communication should be a bottom-line focus."




                                                                                                      An attempt was made to consolidate pre- and post-award into teams, where the work load would
                                                                                                      be spread in a more effective manner, thereby improving the issues of customer service. Two
                                                                                                      senior grants analysts (actually Pre-Award Managers) were hired, Jennifer Booth in Reno and
                                                                                                      Lisa Wilson in Las Vegas (to cover the needs of UNR faculty in the School of Medicine and
                                                                                                      Cooperative Extension). After working with the model, two things became apparent: (1) training
                                                                                                      on the pre vs the post side is significantly different, therefore individuals were uncomfortable in
                                                                                                      performing competently when moving from pre to post or vice versa; and (2) even working in
                                                                                                      consolidated teams, there were too few staff for the overall volume of work on either side. As of
                                                                                                      Spring 2009, the decision was made to return to the pre- and post designations and appoint a
                                                                                                      supervisor/manager for each set. Steve Stewart is the post-awards manager and Jennifer Booth
                                                                                                      oversees the pre-award side. Dr. Bjur currently serves as the Director overseeing both sides.
                                                                                                      There are 6 pre –award and 6 post-award individuals (5 classified staff with the Manager as
                                                                                                      professional in each side). Lastly, to address the need to improve services on the pre-award side,
                                                                                                      an additional grants specialist position has just been created to assist faculty at in the College of
                                                                                                      Science with grants submissions and management. This position is jointly (50:50) funded by the
                                                                                                      COS the VPR Office. January 2010 is the target date for hire. In the future, staff changes will be
                                                                                                      announced to affected units. Currently, of the 6 Pre-Awards staff, including the manager, only 2
                                                                                                      have been in the position over a year. On the Post-Award side, there has been greater stability
                                                                                                      with four of the six in the position for one year or more. It is believed that by reverting to the pre-
                                                                                                      post award functionality, the work flow (prioritization) has been made more efficient.
 The vacancies within OSPA have been filled in a manner that facilitates the work load. There
are 6 pre –award individuals (5 are classified with the Manager as professional). There are 6 post-
award individuals (5 are classified with the Manager as professional). The vacancies within
OSPA have been filled in a manner that facilitates the work load.


Web based system: There is no doubt that such as system is needed. Over the past year, the
office has held focus groups with some users, and among the staff to identify features desired. A
number of vendors provided demonstrations of their products. After amassing data on the needs
of staff, the technical needs and capacity of the campus, as well as needs/desires of faculty, an
RFP was released. From that three bids were received. One vendor was eliminated and two
remain. Demonstrations of their products are scheduled over the next three weeks. There will be
open forums for faculty to attend and their feedback will be solicited. OSPA will update
faculty/staff on the next steps via email and the VPR newsletter. The data collected throughout
the process indicate that such a product is expensive (a) $700,000 to $1million, (b)
implementation time for both vendors being examined is minimally a year, (c) the on-going
support for such a system requires at a minimum one to two full time IT personnel, and (d) many
institutions have reverted to creating an-house product as they were unhappy with the
responsiveness of each of these major vendors (there are really no other competitors). Hence,
feasibility of purchase and implementation is still a significant question. Creating an in-house
version would be costly in terms of required personnel to program, etc. and is against the
philosophy of the VP for Information Services. The Federal Policy on effort reporting cannot be
addressed as there are no additional funds available.

Training, like communication is needed on an ongoing basis. OSPA has been unable to fully
address campus training for staffing reasons -- the designated trainer was needed to pick up work-
load for pre-awards. The intent is to move her back into the training position in January when the
new pre-awards have been adequately trained.




The emphasis placed by the President and Provost in the current strategic plan plus the metrics
established for research, clearly indicate strong central support of Sponsored Projects as an
element in the research infra-structure. OSPA is working with Dean, Chairs, and PIs to streamline
processes. We are actively pursuing an electronic system, we are actively pursuing digital
signatures, and we are working with the standing Faculty Senate Committee on Research and
Grants. As to ways to reduce lead time, it is hoped that as grants specialist positions are created
at the college level, this will provide assistance at that point that will reduce the time needed by
OSPA for grants submission. This is a start, but it will take time for full implementation.
This has been partially implemented. Acting Director Bjur has been with deans of Engineering,
Education, Science and Medicine to share the roles and functions of OSPA. Journalism, CLA,
Cooperative Extension, the Division of Health Sciences and CABNR have yet to be scheduled.
However, as opportunities arise, faculty are apprised individually of the role of OSPA staff.
Communication in a large, complex organization such as the university is an on-going challenge.
E-mail is a used extensively to keep the PIs, deans and chairs informed about policies,
procedures, new changes, etc. These are also provided in training sessions with departments,
colleges, programs. As noted earlier these have been initiated. In addition, the VPR established a
list serve for those faculty who wanted to be informed more frequently about research issues.
There are some 240 faculty currently registered on the ResearchNotes list serve.




Customer service has been and continues to be stressed with the staff at their staff meetings, in
trainings, etc. Issues related to compliance are more often handled by the Acting Director or the
Manager than the staff per se which allows the staff to more effectively team with the PIs and
staff with whom they interact As noted in several instances in previous responses, OSPA is
working with Dean, Chairs, and PIs to streamline processes. We are actively pursuing an
electronic system; we are actively pursuing digital signatures; and we are working with the
standing Faculty Senate Committee on Research and Grants. As to ways to reduce lead time, it is
hoped that as grants specialist positions are created at the college level, this will provide
assistance at that point that will reduce the time needed by OSPA for grants submission. This is a
start, but it will take time for full implementation.
       Category           Recommendations #s & summary
Better coordination    Recommendation 41: Form a working
among admin offices    group of key University officers to meet
that impact research   weekly.
                       Recommendation 50: obtain routine and
communication          systematic input from faculty
                VPR comments (winter 2009)
While not weekly, there are periodic meetings with deans,
chairs, the Provost, general counsel and PIs to identify issues
as well as possible solutions.
The VPR office will work with the Faculty Senate RG
committee on this issue.

				
DOCUMENT INFO
Description: Guidelines for Conducting a Business Meeting document sample