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Where Science Management and Administration Meet LANE
- 1. WHERE SCIENCE, MANAGEME NT, AND ADMINISTRATION MEET Lessons Learned from Large, Multi-Site Programs
- 2. Introduction Contracting and budgeting Strategies for large scale communication General management of large scale network projects Working with external partners Privacy and human subjects
- 4. Multi-site, multi-year, multi- aims… Develop Project Management Keys to success: Plan Project Complexity tends to management plan buy-in increase Sufficient Competing demands resources Documenting Prioritizing lessons learned Evaluating progress
- 5. Multi-site, multi-year, multi-aims … Keys to Identify Your Team success: Strong Motivating others to meet leadership deadlines Clear communication Differing institutional plans cultures Team building Managing internal team Managing external team Managing funders
- 6. Multi-site, multi-year, multi- aims… Keys to Identify Risks success: Identifying and Coordinating IRB using tools to reduce schedules and administrative burden interpretations Understanding Privacy policies and practices Administrative hurdles
- 8. Cancer Research Network (CRN) Awarded in 1999 to Group Health Cooperative Agreement from NCI A network to study and improve cancer care 7-15 subrecipients Complex award Multiple awards
- 9. Using the Resources of HMORN Cancer Research Network (CRN) Use HMORN “field tests” the HMORN Template template HMORN Template simplified DUA HMORN Template was used to issue CRN subawards for the next 5 years. GOAL – Initiate subs in 60 days
- 10. Guiding Principles Reciprocity Reciprocal Terms and Conditions Planning Engage CRN sites in the process Transparency Be transparent in communication Be flexible Integrated Plan Ahead Team Develop a standard process (LEAN) Integrated Team – shared workload Shared Workload Measurement
- 11. Measurement - Data Points Award date Initiation date of main subaward Return date of subaward Volume
- 12. Results Main Subaward Intiation Days: With Vs. Without Revision 250 200 Mean Initiation Days 193 150 100 104 94 84 50 47 0 Year 9 Year 10 Year 11 Year 12 Year 13 CRN Year Main Subaward Days to Initiate (without revision) Revised Main Days to Initiate
- 13. Results Mean Days to Initiate Main Subaward (Revised) and Overall Volume 250 70 193 60 200 Mean Initiation Days 50 Volume of CRN Agreements 150 40 100 30 71 55 47 20 50 18 10 0 0 Year 9 Year 10 Year 11 Year 12 Year 13 CRN Year Revised Main Days to Initiate Overall Volume of CRN Agreements (Subs and Mods)
- 14. HMORN Template a Success What helped? Using a standard, fair template Pre-review and approval by all sites Scopes of Work ready prior to award date Building a team and a standard process Building relationship with CRN colleagues Understanding the issues; timely strategic planning What caused delays? Budget cuts Delays in template approval Sponsor prior approvals
- 15. Large Scale Communication Challenges and Strategies
- 16. Challenges for Communication Scale Different types of institutions with different cultures Different types of people to communicate with Different types of communication needed Bridging role in in-person and virtual relationships
- 17. Scale of Communication TOO busy Large numbers of people to reach Millions of Differentmessages for different emails a day stakeholders Irrelevance Communication frequency alert “Not THEM Audiences are consistently over again….” burdened by communication Difficult to engage How to know if you’re getting to them – did they open the email?
- 18. Strategies PROGRAM MANAGE- Same person should send MENT all of the communications about the program Need the right person to be “on” the communication piece Make a communication plan
- 19. Strategies RELATIONS HIP BEST: In-person interactions 2nd BEST: Phone calls BUILDING Regular conference calls Setup consistent schedule and do not cancel Transparency in communication See handout
- 20. Strategies EFFECTIVE- NESS Walk fine line between effective communication and pestering Use the technology available Use many different formats to communicate same message
- 21. KIM LANE KIMBERLY.LANE@CHANNING.HARVARD.E DU SHERRY LEE LAUF LAUF.S@GHC.ORG SARAH MADRID SARAH.MADRID@KP.ORG LEAH TUZZIO TUZZIO.L@GHC.ORG
Notes de l'éditeur
- We identified some of the key areas where admin can derail a project. We present some lessons learnedKey to success is for project is for science and management arms harmonized across these highlighted topics. This allows for the most efficient implementation of scientific protocol.
- Managing complex projects offers opportunities and challengesM-S example: 5 yr, 28 collaborators, unknown funding but up to $100m – how are we going to do this? What we did vs what I would do now. What is the threshold you can reasonably manage – need guidance. We focused on scientific infra. Failed to see they needed they same strategy and planning energy. ensuring sufficient funding for PM, tools and general support so things are not bogged down by admin support Staffing up – weighing priorities, understanding what is a must and a nice to have
- Thank you! Recognition, shared leadershipUnderstand how each institution operates, what is important how they do thingsDiffering cultures – important at outset to understand Describe healthcore & humana (for-profit) , vandy (medicaid) and aetna ( pure insurance, no research)
- Example of study where IRB had differing determinations, sometimes different aims and different sites, mixed review for ceding IRB, exempt, Crafting protocols that clarify who does what, maybe IRB protocol. Privacy rules can be influenced by state regs – small cell count issue, duas, time, taking time to really understand who needs what, when, why. Mixed use of HMORN DUA template – site lawyer/contract managers need to buy in. Eg. DPM also has to deal with hPHC. Transition to contract hold ups and Sherry’s piece.
- - Lots of people to reach and they’re all extremely busy, hard to engage HMOs, academic, for-profit sponsors, sub-recipients phone, email, webinars, newsletters, websites as a program manager you have a responsibility to bridge the many different people and institutions involved in large scale programs, this includes ensuring there is effective communication among them
- High level – broader, emphasis on ultimate goals and large milestonesProject teams – more detailed, interim goals/milestones
- Your primary responsibility as a program manager is to keep the trains running on time – make sure projects are on track, liaison with sponsors, with your in-house people, with all your project personnel both locally and off-site – communication is a critical component of your work, and can be hard to get right.Communication should ideally be consistent, planned, and predictable. Have the same person send out all the communications for your project – for example, most of you probably know that Sarah McDonald sends all the official CRN communications, so you know when you see an email from Sarah McDonald it’s probably going to be news about some aspect of the networkIt’s really important to get the right person to be the communication glue. Face it, most of us in this work are introverts, and communication isn’t always the easiest thing for us. So if you’re not comfortable with it, find someone who is and stick with him/herMaking a communication plan that outlines your different stakeholder groups, the frequencies and types of communication needed for each will take you a long way toward achieving consistency and effectiveness in your communications.
- The most important thing you can do to improve your communications with your stakeholders is to create and maintain effective relationships with them. We all know how meeting face to face the people we work with routinely makes our work relationships easier and often more fun: you have a better sense of their personalities, you can gauge their tone a little better, and develop a broader base for a positive relationship. But if you can’t get together in person, pick up the phone and call – you can always follow up with an email if you discuss things that need to be documented. Talk to your sponsor/program officer, your grants management specialist; use your bridging role to bring together your institutional admin people with your sponsors and program affiliates. There’s almost no such thing as too much communication.
- - You don’t want them to ignore you – avoid crying wolf – but you want your communications to be regular, informative, and concise- Webex, project blogs, websites, Constant Contact- Email, conference call, monthly newsletter, meetingsOther strategies: Including “Not Important” in the subject actually encourages people to look at the emailEveryone looks at emails about awards, carryforwards, etc., so include a “$” in the subject line