Graduate Grantsmanship Certificate Series Jo Ann Smith, Ph.D., CRA Joshua Roney, M.A.

Transcription

1 Graduate Grantsmanship Certificate Series Jo Ann Smith, Ph.D., CRA Joshua Roney, M.A.

2 Review / Questions? Workshop #4 Content Previous Homework Create a draft research budget and narrative

3 Workshop #5: Awards Management Award Management Essentials Modified presentation by Justo Torres & Laurianne Torres

4 The Agenda What is Award Management? Federal OMB Circulars Cash Management Expenditures / Subawards Reporting PI Relocation Close-outs & Audits Project Specific Issues Questions & Comments

5 Award Management 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.

6 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

7 Roles & Responsibilities Responsibilities are shared by: Principal Investigators Departments/Center staff School/College Dean s Office Office of Research It is important that all of the parties who share some of the responsibility work as a team!

8 Roles & Responsibilities 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

9 What are Circulars? Federal 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?

10 OMB Circulars According to A-21, costs are allowable if they are: Necessary Allocable Consistently-treated Reasonable Allowable Permissible

11 OMB Circulars According to A-110, universities have certain administrative responsibilities (both pre- and post-) when managing federal awards: Reps & Certs Property Standards Reports and Records Close-out Financial/Program Management Procurement Standards Termination and Enforcement Various Acts and Amendments

12 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 Subrecipient vs. Vendor Reports and Records Program-specific audits Auditee Responsibilities Pass-thru Entity Responsibilities

13 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

14 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?

15 Expenditures / Subawards How do I know if it s a Subaward or a Vendor? Why does it even matter?

16 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

17 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

18 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.

19 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?

20 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

21 Project Specific Issues Award Management is really project-specific, so check with your organization if you are uncertain.

22 QUESTIONS or COMMENTS?

23 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 Office: (407) Fax: (407) Joshua Roney, M.A. University of Central Florida Office of Research & Commercialization Proposal Development Coordinator Research Parkway, Suite 531 Orlando, FL Office: (407)