Contact Your RAS Unit
Welcome to the Research Administration Services (RAS) website. On this site, you can find important links, information on each RAS unit, and an overview of the RAS Central Operations team. If you have questions or want to provide feedback, please contact us at firstname.lastname@example.org.
RAS GOALS AND RESULTS – FY2016
GOAL 1: Launch remaining service centers
- Continue to build relationships with school/unit administrative units and incorporate lessons learned from previous implementations. Remaining service centers include Surgery/BHI, Hospital Services, and ECAS, et al.
- Assimilated the School of Nursing into the Rollins School of Public Health RAS unit, launched ABOSS (serving Anesthesiology, Brain Health, Orthopaedics, and Surgical Services departments), College & Professional Schools – CAPS Phase 1 (serving Emory College; phase 2 serving remaining professional schools and offices of the EVPs with integration expected by August 31, 2016), and Hospital & Specialty Services – HSS (serving Pathology, Emergency Medicine, OB/GYN, Ophthalmology, and Dermatology).
Goal 2: Maintain and improve RAS Operations
- Continue to build out KPIs and establish baselines and targets
- Maintain pre-review for 95% of effort certifications
- Complete 70% of FIRA projects
- Become current with unit monthly deficit trackers and maintain
- Complete transition of financial reporting (interim, annual, and final)
- Implement management reports, and deficit tracker for new units
- Develop pre and post award workload monitoring
- Document/define existing Customer Relationship Management framework and seek stakeholder input for improvements
- Transition to NIH payment management system
- Develop service level agreements
- Significant changes to KPIs occurred during the past year driven by stakeholder feedback, and the adoption of a more holistic view of the FSR process. The distribution of pre and post award surveys was discontinued as the response percentage continued to range between 10 – 20% of those identified for feedback, and on many occasions the comments identified opportunities for improvement outside the scope of the RAS. Instead, the focus has shifted to the entire research administration supply chain, and each RAS unit will host a Faculty Feedback Session with representatives from OSP/OTT, RAS, FGC, as well as the home department and school or unit business officers. In addition, FGC and RAS have begun reporting joint metrics for Financial Status Reports (FSRs) with the focus now on whether or not the FSR reached the sponsor by the reporting deadline.
- RAS units have consistently maintained the target of 95% pre-review forms for effort certification.
- Deficit trackers are developed and distributed monthly for each RAS unit. The mature units have completed significant clean-up and are now stabilized. The newer units continue to strive towards stabilization.
- The process for completing FSRs was refined and finalized in early FY16. Interim and Quarterly FSRs are completed and submitted directly to the sponsor by the RAS units. Annual & Final FSRs are completed by the RAS units, but reviewed and submitted to the sponsor by FGC. The first six RAS units have transitioned to this approach. The remaining three units transition one year after the official launch date.
- Management reports and deficit trackers have been implemented for all 9 RAS units.
- Pre award workload monitoring is managed by the pre award manager. The number of proposals managed varies depending on the complexity, lead time provided and the level of the pre award administrator. Post award workload is monitored via the reconciliation tracker, and volume varies depending on similar factors.
- Given the many competing priorities, developing a Customer Relationship Management Framework has been reassigned as a FY17 deliverable.
- The NIH Subaccount transition is well under way. The remaining accounts will be transitioned by the end of October 2016, and closeouts will be complete by early 2017.
- Bi-directional Service Level Agreements will be addressed as part of FY17 goals.
Goal 3: Training/Develop professional competencies of staff in line with outlined goals and objectives.
- Identify training needs for existing and new functions. Deliver in an efficient and effective manner.
- Communicate and incorporate shared services philosophies & approaches.
- Professional development will be a focus in 2016 through RAS leader participation in Emory’s professional development offerings (e.g., managers to the Essentials of Leadership series, directors to the Emerging Leaders or Excellence Through Leadership programs).
- Evaluate benefit of providing incentive for CRA certification.
- Other ideas being explored: development of a RAS customer service program, development of a RAS specific Award Management series.
- Conduct training needs analysis in December.
- Launch a RAS Unit annual Health Check in September 2015. The Health Check is an annual assessment of the “health” of each RAS Unit. In the first year it will cover five key areas: Pre Award, Post Award, Records Management and Retention, and HR – People, Process, and Documentation, which encompasses an online Employee Satisfaction Survey. In the second year we will incorporate an additional key area, Stakeholder Engagement (Department, OSP, FGC). A completed Health Check combined with KPIs provides a comprehensive picture of a RAS Unit’s current state. The Health Check will also be the basis for launching a “RAS of the Year” Award as a means for promoting RAS competency, efficiency, transparency and growth.
- Conducted RAS training survey to all units, compiled results, and presented to leadership team. As a result of survey findings, developed the 2015-2016 RAS Learning Strategy which included a focus on leadership and professional development, industry knowledge and skills, onboarding for new hires.
- Designed and executed on a professional development series in partnership with Emory’s L&OD team. RAS participants were selected by their directors based on the RAS talent planning strategy. Additionally, RAS leadership nominated participants for Emory’s Aspiring Leaders, Essentials of Leadership, Emerging Leaders, and ETL programs based on the talent planning work.
- Based on feedback from the training survey, designed and implemented a series of four online onboarding modules for RAS new hires.
- Development of the Award Management series is underway. The Proposal Development toolkit came from this effort as well as updates to content and approach in the budget adjustment, milestone, financial status reporting, progress reporting and close out trainings.
- RAS Unit Health Checks were conducted for Medicine, and Cancer & Imaging. Action plans were developed and executed.
GOAL 4: Build/deploy model to effectively support Federal Contracts
- Circulate initial report developed in FY15 and gather feedback/buy in from each group.
- Create a workplan based on the action items/deliverables. The action items/deliverables will then be produced and delivered throughout FY16 with the project coming to a close sometime in the second half of FY16.
- A working group was formed to develop process maps and roles & responsibilities. Next step is to develop tools, checklists, and job aids. Once all the learning materials are available, training will be designed with guidance from the training manager. Because the roles & responsibilities cover the entire research administration supply chain, the associated documents and training will be managed by ORA.
We are pleased to announce new team members to RAS from November to December.
RAS – Central Operations
- Denise Ehlen – Director of Operations/Projects
RAS – Medicine
- Robyn Hills – Post-Award Research Administrator II
RAS – Pediatrics
- Milagros Benitez – Pre-Award Research Administrator I
- Stephen King – Post-Award Research Administrator I
RAS – Public Health & Nursing
- Jessica Martinez – Pre-Award Research Administrator I
- EB Thorpe – Pre-Award Research Administrator I