Attachment 1. Office of Research Unit Goals

Transcription

1 Attachment 1 Office of Research Unit Goals Human Subjects Division Encourage UW research by facilitating the fulfillment of ethical and compliance responsibilities associated with human subjects research Make all forms used by researchers as easy and clear as possible. Major re organization of HSD website: make information easier to find/search; add sites specifically designed for new UW researchers and for student researchers. Develop & implement an educational Post Approval Monitoring program. Complete the development and revision of all required policies and procedures. Improve written communications with researchers (increase clarity, reduce length). Develop plan for pending overhaul of federal human subjects regulations. Achieve operational excellence Reduce turnaround time required to complete HSD and Institutional Review Board (IRB) processes. Increase consistency across Institutional Review Boards (IRBs) and HSD staff teams. Improve staff training, with emphasis on cross training and continuing education. Implement an web based application submission and review process. Complete the development and implementation of a system & process to facilitate, coordinate, manage, and track HSD change initiatives. Continued development of metrics about the efficiency and consistency of specific processes. Develop plan for pending overhaul of federal human subjects regulations. Create a wonderful place to work Improve staff training, with emphasis on cross training and continuing education. Continue to develop staff tools and opportunities for success and engagement. Improve rewards and recognition. Continue to improve clarity about roles and responsibilities, especially as regulations & guidance change. Add value to the UW Initiate or participate in research on IRBs, to identify evidence based efficiencies and best practices. Seek opportunities for participation and leadership in appropriate national organizations or initiatives, especially concerning the development and revision of regulations and guidance.

2 Actively encourage and lead regional efforts to improve coordination, consistency and communication among regional IRBs. Seek opportunities to contribute to UW wide strategic initiatives, such as the Research Roadmap and the Clinical Trials Process Improvement Initiative. Office of Research Information Services ORIS consists of six functional areas. Each area has its own strategic plan that is aligned with the overall OR goals. These plans are coordinated to achieve the ORIS goals of enabling investigators to efficiently carry out the activities necessary to conduct research. The method to realize this is through a systems approach to analysis of processes; looking for opportunities for automation, integration, and symbiotic consolidations. Most importantly, this is done within an overarching theme of taking direct actions towards common benefits that have the highest net gain to the research ecosystem as a whole. Detailed aspects of how ORIS can further institutional goals are outlined in the following sections, listed by functional areas for clarity. The six areas reflect the need to address the whole research ecosystem when aiming to achieve the greatest value. Firstly, assessment and data gathering is provided by the Decision Support Services (DSS). These data are used for planning and analysis by the Roadmap Team to make determinations of development actions. The development of either custom solutions or incorporation of existing tools, is then handled by the SAGE Team. All activities are then also shared and supported through channels managed by the Web Team, which works in close coordination the Communications and Learning Team which provides systems related training and feedback mechanisms. Continued foundational support is handled by the Hosting Services Team to manage desktop, mobile, network, and server related resources. SAGE Deliver Value: Ensure customer wants equate to true business needs before proceeding to system analysis and design. Prioritize items that deliver total value. Continual Improvement/Sustainability: develop baseline of quality assurance (QA) testing on code (new and existing) to ensure overall quality is maintained even while the system becomes more robust. Continual Improvement/Sustainability: complete deployment of acceptance test driven development (attd) framework that allows non programmers (e.g. Business Analysts and QA testers) to write & launch QA tests configurations and obtain results. This will both increase the amount of QA tests as well as free up high salaried FTE (i.e. programmers) to work on other projects. Continual Improvement: Build in continuous improvement into our projects by ensuring that lessons learned are captured & communicated for each project. Continual Improvement, Sustainability & Learning/Growth: Increase developer collaboration by sharing best practices and performing code reviews.

3 Research Roadmap Strategic Planning and Priorities: Comprehensive research administration and compliance approach from the PI perspective, balanced with the needs of supporting offices. Ensure Compliance: Work with compliance units to discover, plan, and implement solutions and controls for critical to compliance items. Develop an institutional view of what research compliance means at the UW, for the full research lifecycle, which will increase accountability through clear definition of roles and responsibilities for the PI, the compliance offices, and the administrative offices. Reduce Administrative Burden: Decrease or eliminate redundant effort by developing a PIcentric research administration approach. Clearly define the research grant lifecycle, from the PI perspective, to expose duplicated efforts performed by PIs and supporting units. Strengthen the core team: Increase collaboration across units to create a team based, interdisciplinary approach to improving research administration and compliance. Build a strong Research Roadmap (RRmap) advisory group to realize shared goals by having: a living project list that focuses the team s priorities; active RRMap members that help shape the project (priorities & scope); increased awareness of their inter department impact on one another. Meet emerging challenges: Create the operational structure that promotes a nimble team that can absorb emerging challenges by re prioritizing existing project lists and applying appropriate resources based on those priorities. Decision Support Services Research Administration Data Consolidation Project (RADC): RADC is charged with ensuring research administration data is successfully migrated to the enterprise data warehouse. All goals are tied to project tasks and deliverables decided on by the steering committee and work in parallel to the overall enterprise data warehouse effort in UW Tech IM. Daily Reporting Operations: Achieve operational excellence around existing SAGE data products (extracted data and daily reporting). ORIS Data Support Services (includes the grantrpt helpdesk, data reporting team, and special project requests): Continue to improve and standardize reporting/metric needs for OR and the University as a whole. Continue to assess existing data deliverables (e.g. Annual Report on Research and Board of Regents report). Relate all data challenges back to RADC to inform new requirements for the EDW. Process Improvement: Partner with internal ORIS groups to identify and act on potential areas of improvements. Improve helpdesk operations across ORIS by understanding FogBugz data (ticket tracking mechanism) and by consistently reporting it in unit metrics. Develop knowledgebase that facilitates the needs the various areas within ORIS. Communication and Learning Establish new service to assist OR units in developing online learning courses. Establish new knowledge network that enables campus researchers to submit and answer questions via an online tool.

4 Establish campus user group to provide feedback on new offerings (training curriculums, Web pages, support sites). Identify new user requirements that can be addressed through training and communications. Develop new support sites for central staff (OSP and GCA) on relevant systems SPAERC and SERA. Web/Support Web: Implement a full Service Oriented Architecture (SOA) to gain: agility; reduce and reuse; flexible and cost effective integrations; and simpler systems that reduce maintenance costs. Define and document standard operating procedures for: intake and triage of enhancements, bugs, and new projects; requirements; development; quality assurance; product implementation; and product support. Service Desk: Implement a solution for sharing correct and consistent product knowledge that: provides consistent and reliable information to customers; creates the potential for a selfservice model; improves turnaround time. Implement SOP for service request triage. Leverage product knowledge solution for triage and product support. SAGE/Web/Service Desk: Implement customer service level agreements (specific to services provided). Hosted Services Increase Operational Efficiency and Effectiveness: Automate server and workstation software upgrades and updates; upgrade and/or implement software to take advantage of technology products/tools/solutions that ease workload and increase efficiency; increase automation for deployment and administration of systems. Minimize Downtime: Improve administration and monitoring solutions to proactively identify and resolve issues before they affect users and systems; effectively prioritize project and operational work to maximize business continuity and minimize downtime; focus on teamwork and both long and short term solutions when troubleshooting issues. Improve Documentation, Knowledge Sharing and Collaboration: Continue to build a library of technical documentation in order to share knowledge and decrease redundant work; increase both intra team and inter team collaboration and ensure that dependencies and expectations are always clearly communicated; increase inter departmental collaboration in order to share knowledge, decrease redundant work, and strengthen partnerships across the UW IT community; collaborate with and provide consultation and support to research and research compliance units on campus when needed; build new relationships, strengthen existing partnerships, and collaborate effectively with organizations outside the university. Increase the Effectiveness of Software and Solutions: Maximize software integrations by strategically investing in effective solutions and upgrades; continually evaluate the cost/benefit of new and existing software with respect to business needs, continuity and efficiency. Improve Back End Systems: Rebuild backup infrastructure to maximize data protection and security and to minimize recovery efforts; increase the stability and capacity of virtual server

5 infrastructure to support the efficient deployment of new systems in a stable and effective environment, and to support decommissioning old systems. Office of Sponsored Projects Add Value to the Overall Research Experience Improve OSP website content by increasing the relevance and usage of GIMs, reorganizing content, and creating topic specific content. Replace or remove outdated information and continue timely announcements to research community. Increase exposure of OSP staff with faculty and staff by increasing team visits with departments served, presentations on research administration topics, and OSP staff participation in training courses. Collaborate with ORIS and other campus units towards development of new RRMap portal through participation on roadmap hot teams and through the hiring of OSP Program Lead position. Continue to develop campus wide courses under the Research Administration Learning Program. Review the outcome of the survey conducted by RAPTURE to determine priorities and interests (will re survey campus in 2012). Work with partners to continue designing a comprehensive series of courses for campus. Continue the New Investigator Orientation Workshop offerings, including brown bag learning sessions. Enhance the support and services to campus for export controlled, restricted, and classified projects, in collaboration with the Facility Security Officer and the Office of the Chief Information Security Officer (CISO). Revise export control policy and create a more general security policy that is elevated to APS level to enhance the ability of our research community to accommodate new funding opportunities. Re work of Research Security Specialist position (RSS) to widen breadth and scope of authority to include guidance for non research areas that trigger the need for export control and security requirements. Continue export control training (general) and increase targeted training options for specific groups on campus. Develop tools for campus to use to assist with identifying restricted projects, export control classification and personnel screening. Expand collaboration with Chief Information Officer to create a FISMA guidance page. Collaborate on Information Security Certification that are tied to sponsored programs Institute Peer Mentorship Program by identifying needs through surveys (ORIS/OSP), gathering feedback from OSP on needs, organizing a program structure (ORIS) and by identifying, recruiting and maintaining peer mentors. Achieve Operational Excellence Create and maintain expanded Metrics Reporting System for OSP. Define additional performance measures for OSP, create a formal collection mechanism, incorporate key balanced scorecard measures and refine/confirm list of data elements needed from systems, including SPAERC.

6 Revise and document OSP business processes (output of RAPPT) and work collaboratively with other units on cross office process improvement. Continue OSP RAPPT program, identify peer office working group leads and initiate formal processes (via RRMAP?). Identify high level areas of process improvement needs with other offices Develop comprehensive learning program for new and current OSP employees. Review scope and description of each role within OSP and continue operational process documentation. Topic specific areas (compliance, sponsor specific) outlined and SMEs identified. Create a role based training outline (Admin, GCC, PC, FD) and complete SPAERC training overview. Redefine information management structure into new OSP SharePoint site. Finalize metadata, provide site specifications to ORIS and continue to revise documentation and associate with metadata. Determine feasibility of having researchers submit the own ESNAP Project Reports. Gather peer institution experiences, collect OSP feedback on review areas and hold team review of delegation (issue spotting, process). Review feasibility of having OSP use electronic signatures. Review statutory/case law requirements for authentication of documents and assess available products. Attract and Retain Top Staff Develop or provide professional opportunities for staff. Participate in professional associations, meetings and training programs (e.g. SRA and NCURA). Provide opportunities for presentation/training delivery as well as working group participation. Restructure Staff Meetings. Reorganize and assess agenda structure and schedule. Continue to expand on staff recognition and celebration of accomplishments. Realign job classes with responsibilities. Identify senior GCCs and Comp Analysts (Admins) and provide job descriptions/justifications to HR. Add Value to the UW Encourage and attract increased industry relations with the UW research community. Promote, facilitate, and set up Research Affiliate Programs (RAPs). Increase master agreements with industry partners. Increase portfolio and dollar amount of industry sponsored research. Actively support and participate in industry relations task force (Assistant VP). Continue to improve coordination with C4C to speed up time to finalize research agreements with UW initiated startups. Continue to enhance relationship with key external partners that pose challenging agreement negotiations Increase OSP expertise in international research and service as well as associated administrative, legal, and practical considerations. Continue needs assessment (consultant role) of research partners and continue to support large programs such as ITECH. Support creation of new, large international agreements and provide both formal and informal technical Assistance. Gain national and international recognition as leaders in research administration by preparing and delivering presentation material for various forums. Create website presence on OSP site regarding leadership role in various contexts. Continue site visits (at UW) for other institutions.

7 Continue to collaborate with Clinical Trials process improvement team. CT team tracking timeline for processing in OSP. Continue OSP representation in overall CT process review. Enhance service provided by OSP for faculty involved in complex projects. Create early inprocess proposal development services. Create structure for collaborative effort with departments and analyze cost structure for shared services. Provide outreach to researchers on contracts and best practices. Identify areas of concern based on FY10 activities. Prepare presentation for researchers regarding contracts and best practices. Create OSP website page on contracts and roles and responsibilities/best practices. Prepare training on contracts (see overall Research Administration Learning Program). Office of Research Central Add Value to the Overall Research Experience Fully implement the suite of SciVal tools and improve the process surrounding data/faculty updates. Linda is struggling with this right now. Improve the bridge funding process. Revise the application form to include data that we have to go back and request from the awardees. Continue work on the limited submissions database on the web for increased automation of the process. Continue supporting growth efforts on complex and interdisciplinary grants across campus. Achieve Operational Excellence Continue to improve the startup/matching fund process and database. build reports that will allow us to better see metrics like hit rates and returns on investments. More relationship building and partnership with GCA. We request a LARGE amount of budgets/awards be set up through the bridge and RRF awards. Attract and Retain Top Staff Continue staff events for recognition of stellar work. Add Value to the UW Support research compliance needs across campus, in collaboration with other units on campus. Efforts will include the new FCOI training and tracking. Through OEI, provide consultation and guidance for promoting sound organizational development and a culture of process improvement.