the role of the dra the buck stops here!. workshop facilitators derick jones- medical genetics...

The Role of the DRA

The Buck Stops Here!

Workshop Facilitators

Derick Jones- Medical Genetics Institute

and

Felicia Mayes- Department of Neusurgery

Cedars-Sinai Medical Center

The Departmental Research Administrator (DRA) assists and advises the PI (Principal Investigator) in pre-award activities in accordance with:

• Sponsor’s terms and conditions,

• applicable regulations and

• institutional policies.

What is the Role of a DRA?

The DRA assists the PI in compliance with post-award activities in accordance with:

• Terms and conditions,

• Regulations and

• Institutional policies.


The DRA coordinates with outside collaborators and their administrative staff.


The DRA is a “Cradle to Grave” pre- and post- award management position.

The DRA is responsible for monitoring the compliance and allowableness of expenses for all funded research.


DRAs are the primary interface with the scientific staff members that are responsible for sponsored project conduct.

Because DRAs are “on the ground,” they have an important understanding of issues that a central administrator may not or cannot know.


Central Administration will rely on the DRA to:

• “Get the PI’s attention” for important issues.

• Anticipate problems and issues when projects are still in the planning /discussion phase.

Good communication can help in addressing problems/issues before they become critical in the award process.


An experienced and competent DRA is an asset to both his/her assigned PIs and the sponsored program’s pre- and post-award

offices.


When proposals are carefully & accurately prepared, budgets are mathematically correct, and sponsor’s guidelines are followed to the letter, this enables the pre-award teams to:

• Spend less time reviewing routine documents and correcting mistakes.

• Focus on contract negotiation, education, audit/compliance requirements and follow-up on Sponsor inquiries.


Thorough post-award monitoring and pro-active error resolution by the DRA, enables the sponsored program post award staff to:

• Ensure a smooth flow of incoming funds.

• Avoid rejected invoices, rejected financial reports, disallowed cost journals and audit findings.


The DRA is one of the most important players in Research Administration Operations


YouAre

in Grant Administration


Your Importance does not eliminate the challenges and hurdles associated with

getting your job done, especially when you are a one person office.


When presented with challenges, our first instinct is to:


SCREAM!

PANIC!

Some of us even become physically sick!

In order to be a successful DRA:

Understand your value to your organization

Understand your limitations Determine your strengths Identify your weaknesses


What are the Pros and Cons of being a one person office?

Pros and Cons

Pros

• You are the life force of your department.

• You are the bridge between the PI and Central Administration.

• You are the glue that binds things together.

• You speak with and understand the PI and can translate their intent.

Pros and Cons

Cons

• You are the life force of your department.

• You are the bridge between the PI and Central Administration.

• You are the glue that binds things together.

• You speak with and understand the PI and can translate their intent.

Pros and Cons

A successful DRA will

NEVER LET THEM SEE YOU SWEAT!

Your PI and Central Administration depends on your ability to remain analytical and handle every situation as calmly and efficiently as possible.

Pros and Cons

• Your PI will feed off your energy.

• Handle all emergencies efficiently and objectively.

• Hear all sides and translate positions non-judgmentally.

Pros and Cons

The DRA knows:

Despite popular myth, a PI will listen to reason when processes and procedures are explained on a level where they can receive it.

It’s a Left Brain / Right Brain thing

Pros and Cons

Although the DRA faces many challenges and hurdles…..

Staying on Track

The DRA must learn to Prioritize

• Seek input from your PI as to what is his/her priority.

• Decide what is minor and what is major.• Eliminate desk piles.• When in doubt, communicate.• Plan and plan some more.

Staying on Track

The DRA must learn to finish what is started….

• Maintain a working board, paper list or computer list.

• Know your deadlines.• Maintain a good filing system.• Plan to complete.• Address challenges to completion.

Staying on Track

You are a DRA in a one person office but you have the ability to expand your network of

Staying on Track

Michael wants you to know you are not alone.

Staying on Track

Develop key relationships throughout your organization.

• Let people know who you are and what you need.

• Network within your resource community.

• Please and thank you go

long way.

Staying on Track

The DRA must have relationships with:

• Other DRAs

• Central administration

• Prime award office and officials

• Purchasing

• Finance/accounts payable

• Human resources

• Information technology

Staying on Track

The DRA must avoid:

• Becoming the roadblock

• Channeling the negativity

• Shifting the blame

• Possessing lack of follow up

Staying on Track

The DRA must ensure transactions are: Allowable

Directly engaged in or necessary for performing the sponsored project’s scope of work

Allocable Incurred specifically for the program or can be directly

assigned with relatively ease and high degree of accuracy

Reasonable Prudent person in prevailing circumstance

Timely and Within period of available funds

Follow OMB Circular A-21, A-122

Staying on Track

REMINDER

Staying on Track

“The fact that a proposed cost is awarded as requested by an applicant does not indicate a determination of allowability.”

The DRA must ensure proper allocation of expenses and make every adjustment as warranted in compliance with the sponsor’s regulations.

Knowing the Polices and Regulations

The DRA must focus on complex sponsor guidelines and compliance with regulations including:

• Conflict of interest• Disclosure of external activities• Conflict of commitment• Effort certification• Export control


In Summary, the DRA should use and follow best practices.

Internal Controls need to be tailored for sponsored research. A One size fits all approach should not be attempted.

Approvals – including electronic approvals – need to involve project specific programmatic supervisors. The PI is formerly responsible; train and help your PI understand the process.

Additional Controls that go beyond normal best practices are often needed because of the unique circumstances of research activities on awarded projects.


Remember this Truth

Questions

the role of the dra the buck stops here!. workshop facilitators derick jones- medical genetics...

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