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TRANSCRIPT
Graduate Grantsmanship Certificate Series
Jo Ann Smith, Ph.D., CRA Joshua Roney, M.A.
Review / Questions?
• Workshop #4 Content
• Previous Homework
– Create a draft research budget and narrative
Workshop #5: Awards Management
Award Management Essentials
Modified presentation by Justo Torres & Laurianne Torres
The Agenda
• What is Award Management? • Federal OMB Circulars • Cash Management • Expenditures / Subawards • Reporting • PI Relocation • Close-outs & Audits • Project Specific Issues • Questions & Comments
a·ward man·age·ment (n): Daily actions to conduct research, document research, and ensure compliance with award terms/conditions and requirements, from the receipt of the award through close out and beyond.
Beyond the award could include things like: technology transfer, records retention, property control, audit.
Award Management
Why is it important?
Maintains relationship of trust among sponsors, institution and public, as well as reputation with colleagues (proper stewardship)
Future awards depend on it
Audit findings and cost disallowances
Criminal, civil and administrative penalties for lack of proper compliance
Award Management
Responsibilities are shared by: • Principal Investigators • Departments/Center staff • School/College Dean’s Office • Office of Research
Roles & Responsibilities
It is important that all of the parties who share some of the responsibility work as a team!
• If you are uncertain, ask. – If allowability is in question, bounce it off of someone else
• Look out for compliance issues. – Seek help from institution if needed for compliance
• Awards are negotiated and accepted by the institution – Not the PI or Unit
Roles & Responsibilities
What are Circulars? • Instructions or information issued by OMB which guide our
processes, policies and systems for administration of federal funds
• Circulars applicable to Educational Institutions: – A-21 – A-110 – A-133
• Where can they be found? – http://www.whitehouse.gov/omb/circulars_index-education/
Federal Circulars
According to A-21, costs are allowable if they are:
Necessary Reasonable Allocable Allowable Consistently-treated Permissible
OMB Circulars
According to A-110, universities have certain administrative responsibilities
(both pre- and post-)
when managing federal awards: Reps & Certs Financial/Program Management
Property Standards Procurement Standards
Reports and Records Termination and Enforcement
Close-out Various Acts and Amendments
OMB Circulars
According to A-133, OMB sets forth standards for consistency and uniformity among
Federal Sponsors: (allowing for measurable results and auditable records)
When A-133 applies Program-specific audits
Subrecipient vs. Vendor Auditee Responsibilities
Reports and Records Pass-thru Entity Responsibilities
OMB Circulars
Cash Management • Accounts are established with a promise of funding,
not cash in hand
• Funds are received by the university for sponsored projects via: – Invoicing and advanced payments
• When funds aren’t received as promised, the university must cover the deficit by account write-off
• Program Income – Must be separately tracked
Expenditures / Subawards • Prior Approvals – External
• Prior Approvals – Internal – Equipment – Travel – Vendors > $1,000 – Dual Compensation
• Some concerns – Rate of Spending – Spending down (caution: fixed price!) – Timing – Do the costs follow the Cost Accounting Standards?
Expenditures / Subawards
How do I know if it’s a Subaward or a Vendor? Why does it even matter?
Expenditures / Subawards
Part of being good stewards of the public’s trust is monitoring our subrecipients • Progress reports should be reviewed by PI • Issue award funding in increments (e.g., yearly basis)
to provide a check/balance opportunity to review progress/performance, discuss issues, review expenditures
• Invoices should be reviewed and approved by PI
Expenditures / Subawards Some things to consider: • Consider ending subawards early in the final year to assure
sub has 90 days to close-out and prime also has 90 days to close-out
• Consider modifying flowed-down award terms and reducing sub close-out period to 45 or 60 days, rather than the standard 90 days
Reporting Reporting is vital in Award Management: • Technical
– Deliverables are the work product the project is intended to deliver. – Deliverables may also include internally-required reports or documents.
• Financial and Administrative – Deliverables are also the administrative and financial reports that the institution is obligated to submit.
• Failure to deliver will lead to non-payment and project termination
• If the institution does not manage deliverables, they will have to cover revenue deficits.
PI Relocation
PI Relocation Requires That: • Determine if the award will stay:
– Seek agency approval for change of PI. – Will we subcontract the former PI at their new institution?
• Determine if the award will transfer to the PI’s new institution. – Will equipment remain at institution or transfer as well? – Will original institution be subcontracted? – Has institution posted, invoiced, and been paid for all final costs? – What amount may be relinquished?
Close-outs & Audits
Proper Award Management eases close-outs & audits by ensuring that:
• all deliverables are met • expenditures are appropriate • cost share is met • all equipment and other purchases are appropriate • effort is properly reported
Project Specific Issues
Award Management is really project-specific, so check with your organization if you are uncertain.
Contact Us
Jo Ann Smith, Ph.D., CRA University of Central Florida College of Health and Public Affairs School of Public Administration Master of Research Administration HPA II Suite 241, Orlando, FL 32816-1395 Office: (407) 823-3925 Fax: (407)823-5651 E-mail: [email protected]
Joshua Roney, M.A. University of Central Florida Office of Research & Commercialization Proposal Development Coordinator 12201 Research Parkway, Suite 531 Orlando, FL 32826 Office: (407) 882-0007 E-mail: [email protected]