Vision, Mission, Values, Stakeholders, Goals & Objectives, Strategies & Performance Measures
Vision
Sponsored Programs Services provides fiscal and administrative support services to faculty and staff engaged in research, public service, instruction and/or other institutional activities in an efficient and effective manner.
Mission
In our role as the post award administrator, Sponsored Programs Services provides financial and administrative support services for grants, contracts and service center activities at Washington State University.
Values
Adherence to the premise that ethics, understanding, and mutual respect, will foster trust and strengthen communications amongst individuals and organizations.
- Integrity - Financial data reported is accurate, timely, and in compliance with regulations and policies from the state, the university, and federal and nonfederal sponsors.
- Objectivity - Decisions are based on professional judgment, and viewed as fair, unambiguous, and uncompromising by those affected by the outcome.
- Teamwork - Dedication to a working environment which values dignity; promotes collaboration and collegiality amongst co-workers; and respect for individual beliefs and attitudes.
- Effective Communication - Identify, articulate and respond to the needs of our research community.
- Stewardship - Sponsored Programs Services, in conjunction with University departments, work hand in hand safeguarding and managing State assets in ways that most efficiently and effectively enhance and support the mission of the University.
- Professional Growth - Foster an environment that encourages personal and professional development through cross-training and educational opportunities.
Customers and Stakeholders
- Board of Regents
- WSU - Central Administration
- University employees (faculty/staff/administrators)
- Federal, state, and private sponsors
- The public
GOALS
The goals of the Sponsored Programs Services (SPS) are short range, long range and continuous. The implementation and evolution of all goals are subject to internal and external constraints and changes in laws, policies and/or regulations.
CUSTOMER SERVICE
Goal 1:
Improve Communications With Our Stakeholders
Objective 1.1: Develop open lines of communications by reaching out to our stakeholders to foster good relations and knowledge of our shared responsibilities.
Time Line: Continuously.
Performance Indicator: Positive image, trust and mutually respectful relationships for the department.
Objective 1.2: Enhance our visibility with stakeholders by expanding our outreach and training program to the university community.
Time Line: Continuously.
Performance Indicator:
- Number of training classes held
- Number of staff attending training sessions
- Number of staff providing training sessions
Planning & Leadership
Goal 2:
Continuous Strategic Process Evaluation Meetings
Objective 2.1: Hold staff meetings to evaluate what goals: 1) have been met, 2) need to be updated, 3) had not previously been recognized and need to be added, and 4) what goals, if any, we need to abandon.
Time Line: On-going; no less than semi-annually
Performance Indicators:
- Number of meetings held?
- Percentage of staff involved in the process?
- Number of goals met
Goal 3:
Continuous Review of SPS Organizational Structure
Objective 3.1: Become a world-class face-to-face post award financial and administrative support service, which exceeds PI expectations.
Objective 3.2: Continuous examination of our processes and structure for bottlenecks and administrative inefficiencies that should be streamlined.
Objective 3.3: Demonstrating flexibility to rise to meet the ever-changing demands and challenges of our department.
Time Line: On-going
Performance Indicators:
- Develop WACUBO training session on the turn around of post award perceived road blocks to mission enhancement and fulfillment
- Number of evaluations performed
- Number of efficiencies achieved
Goal 4:
Balance the Growing Expectations for our Services with Available Resources
Objective 4.1: Tie strategic planning, departmental reporting, budgets, and staff performance together.
Objective 4.2: Have clearly defined job descriptions, performance expectations, and workload indicators.
Objective 4.3: Request additional staffing resources as complexity and volume of workload increases.
Time Line: Continuously
Performance Indicator:
- Percentage of employees who experience the connection between the strategic plan and their day-to-day operations
- Percentage of employees with clearly defined job descriptions
- Percentage increase in workload measured against funded staffing needs
Leverage
Goal 5:
Effectively Utilize Existing Resources within Department
Objective 5.1: Utilize cross-training and cross-organizational responsibilities whenever possible within job classifications to provide department depth, reduce stress and provide a cooperative work atmosphere for enhanced job performance.
Objective 5.2: Continuous training and information exchange between staff and managers enhancing communication, training, education, and effective use of resources.
Time Line: Continuously
Performance Indicator: Arrive at a balance between resources and workload.
Goal 6:
Improve Efficiency
Objective 6.1: Evaluate our processes and procedures to maintain what is working well, and eliminate redundancies within our daily workflow pattern within a minimal risk level.
Objective 6.2: Learn, discuss, review and evaluate best business practices of peers.
Objective 6.3: Stay abreast of changing governmental practices and evaluate practices based on changing rules, laws, and or regulations.
Time Line: Continuously
Performance Indicator:
- Increased speed that paperwork flows
- Set up all federal grants within five working days.
- Aim toward setting up all grants, contracts, continuations, renewals and sub-contracts within five working days.
- Process all Expenditure Transfer Requests within ten working days.
- Process Guarantees within twenty four hours.
- Meet stated deadlines for all externally mandated reporting requirements such as financial reports and property reports.
- Improved cash flow
- Timely billings and payments to sub-contractors.
- Timely and accurate answers to our stakeholder questions.
- Timely collection of accounts receivable.
- Approve new service center agreements and renewals in a timely manner.
Personnel Resources
Goal 7:
Retain, Develop, and Recruit a High Quality Staff, Placing a Premium on Encouraging Teamwork and Customer Service
Objective 7.1: Ensure that every position’s responsibilities are clearly understood by the incumbent, that each employee is appropriately classified and the service mission of our organization is specifically defined.
Time Line: At time of hiring, and at each evaluation period.
Performance Indicator:
- Percentage of employees having a copy of their job description, evaluation criteria, and the SPS strategic plan
- Frequency that the above is reviewed, evaluated, discussed and/or revised with the employee
Objective 7.2: Provide adequate opportunity for staff to receive University training opportunities, professional development and continuing education programs beyond the scope of their specific duties so that they share in the vision and mission of the University.
Time Line: Continuously
Performance Indicator: Number of training sessions attended.
Objective 7.3: Implement an Employee Recognition Program for the Business Affairs area based on unbiased quality of job performance.
Time Line: Semi-annually or quarterly.
Performance Indicator: Program implemented and successive awards given.
Culture
Goal 8:
Promote a Work Environment Where People Want To Work
Objective 8.1: Create an office atmosphere where employees find coming to work a learning experience and enjoyable.
Time Line: Continuously
Performance Indicator: Readily fill vacant positions and increase longevity of employees.
Objective 8.2: Focus on teamwork, evidenced in a unified management team, by encouraging two-way communication, acknowledging accomplishments and outlining priorities.
Time Line: Continuously
Performance Indicator: A cohesive working team will form.
E-Commerce/E-Business
Goal 9:
Develop and Maintain Technologies Necessary to Efficiently and Effectively Meet the Growing Demands of Our Department.
Objective 9.1: Develop a funding plan prioritized for short and long term computer equipment, software upgrades and replacement.
Time Line: Evaluate on a semi-annual basis department needs and update annual funding request.
Performance Indicator: Systems will keep pace with the needs of the department, as new innovations become our daily reality.
Objective 9.2: Introduce new technologies for standardization, consistency and improved efficiency.
Time Line: Evaluate departmental readiness semi-annually.
Performance Indicator: Technologically driven enhancements such as web-based effort reporting, web-based space survey, web-based patent and property reporting, and electronically transmitted invoicing will become part of our system.
Facilities and Administrative Rate Proposal
Goal 10:
Develop, Negotiate and Maintain the F&A Rate Proposal and Disclosure Statement.
Objective 10.1: Develop the F&A rate proposal for approval by the Department of Health and Human Services (DHHS).
Time line: Continuously
Performance Indicator:
- The new rate proposal will be ready for negotiation six months prior to the termination date of the current F&A rate agreement.
Objective 10.2: Update and maintain the Comprehensive Rate Information System (CRIS) annually as a tool and reference for the next rate agreement.
Time line: Continuously
Performance Indicator: CRIS updates will be completed within six months of the end of each fiscal year.
Objective 10.3: Continually review cost accounting standards and the University’s Disclosure Statement (DS 2) for compliance with federal regulations.
Time line: Continuously
Performance Indicator: Successful negotiation of the DS 2 with the University’s cognizant agency, DHHS.
