NCURA 51st Annual Meeting, October 20091 Post Award Basics Rob Barbret, University of Michigan...
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Transcript of NCURA 51st Annual Meeting, October 20091 Post Award Basics Rob Barbret, University of Michigan...
NCURA 51st Annual Meeting, October 2009 1
Post Award Basics
Rob Barbret, University of Michigan
Vivian Holmes, Broad Institute
Tracey Fraser, California Institute ofTechnology
NCURA 51st Annual Meeting, October 2009 2
Overview of Workshop
The Rules
Establishing Accounts
Managing Spending on Awards
Overview of OMB Circular A-21
Cash Management
NCURA 51st Annual Meeting, October 2009 3
Overview of Workshop
Collections
Sub-recipient Monitoring
Cost Sharing
NIH Salary Cap
NCURA 51st Annual Meeting, October 2009 4
Overview of Workshop
Program Income
Effort Reporting
Close-out of Awards
Audits
Training
NCURA 51st Annual Meeting, October 2009 5
The Rules
OMB Circulars A-21 Cost Principles for Educational
Institutions A-110 Grants and Agreements with Institutions
of Higher Education: Uniform Admin Requirements
A-133Audits of Institution of Higher Education and Other Nonprofit Institutions
http://www.whitehouse.gov/omb/circulars
NCURA 51st Annual Meeting, October 2009 6
The Rules
OMB Circulars A-87 Cost Principles Applicable to Grants and
Contracts with State and Local Governments
A-122Cost Principles for Non-Profit Organizations
Etc.
http://www.whitehouse.gov/omb/circulars
NCURA 51st Annual Meeting, October 2009 7
Order of Precedence
Award
Special Conditions
Program Rules
Agency Rules
OMB Circulars
NCURA 51st Annual Meeting, October 2009 8
Establishing New Accounts
Type of Awards Grant Cooperative Agreement Contract Gift
NCURA 51st Annual Meeting, October 2009 9
Establishing New Accounts
Grant
Principal purpose is to transfer money, property, services or anything of value to recipient in order to accomplish a public purpose
No substantial involvement is anticipated between government and recipient during performance of activity
NCURA 51st Annual Meeting, October 2009 10
Establishing New Accounts
Cooperative Agreement
Principal purpose is to transfer money, property, services or anything of value to recipient in order to accomplish a public purpose
Substantial involvement is anticipated between government and recipient during performance of activity
NCURA 51st Annual Meeting, October 2009 11
Establishing New Accounts
Contract
Principal purpose is to acquire property or services for direct benefit or use of the federal government
Sponsor determines that procurement contract is appropriate
Very restrictive, can have high demands No expectation of cost sharing
NCURA 51st Annual Meeting, October 2009 12
Establishing New Accounts
Gift
A gift from a donor may carry a stipulation as to its use, but there can be no expectation of benefit back to the donor including the technical and financial reports common to sponsored project grants and contracts.
NCURA 51st Annual Meeting, October 2009 13
Establishing New Accounts
Grant project conceived by investigator agency supports or assists performer defines details and retains scientific
freedom agency maintains cognizance unilateral
Contract project conceived by agency agency procures service agency exercises direction or control agency closely monitors bilateral
NCURA 51st Annual Meeting, October 2009 14
Establishing New Accounts
Departments are often frustrated by the time lag between receiving the award and establishing the account. Ideas to speed-up the process
Establish check-list for pre-award office Determine what documents are “must haves” and what
can wait until after the account is established Send data electronically or via fax whenever possible Train departmental administrators
Roles and responsibilities Required forms and documentation
NCURA 51st Annual Meeting, October 2009 15
Establishing New Accounts Advance Account Numbers
Allow departments to formally request with sign-off by Dean
Institution will be ultimately liable for expenses if award is not granted
Individual institution culture will drive actual funding
Pre-Award office authorizes the account based on contact with sponsor
Eliminates the need for transfers after the agreement is signed
NCURA 51st Annual Meeting, October 2009 16
Establishing New Accounts
Only establish a new account if the SPONSOR requires it New accounts are not necessary for each year of the
award Spend time training the person establishing the
award in the accounting system Understand data elements to ensure:
Billing vs. LOC is correct F&A calculation will be accurate based on how the
account is established Account Number Structure
Prime and Sub Account Relationships
NCURA 51st Annual Meeting, October 2009 17
Managing Spending on Awards
Reviewing expenditures Establish reasonable practices for reviewing
expenditures Does your university review all expenditures or
target higher risk transactions?
Rebudgeting
NCURA 51st Annual Meeting, October 2009 18
Managing Spending on Awards
Procurement Cards Strong written policy needed
Clearly define responsibilities: What is allowable? Who maintains documentation? Length of time records are to be kept
Beware of sponsored projects as default Set dollar limits Audit frequently
NCURA 51st Annual Meeting, October 2009 19
Managing Spending on Awards
Cost Transfers A cost transfer is an after-the-fact
transfer of expenditures from one project to another project.
NCURA 51st Annual Meeting, October 2009 20
Managing Spending on Awards
Cost Transfers “Transfer(s) must be justified by documentation that contains a
full explanation of how the error occurred...” “An explanation that merely states ‘to correct error’ or ‘to
transfer to correct project’ is not sufficient.” “It should be noted that frequent errors in the recording of costs
may indicate the need to review the accounting system and/or internal controls.” (DHHS Grants Manual)
Part II of the NIH policy statement provides guidance for cost transfers on NIH grants, including a 90 day timeframe to complete.
NCURA 51st Annual Meeting, October 2009 21
Managing Spending on Awards
Cost Transfer “RED FLAGS” Transfers older than 90 days Transfers in the last month of the award or after
the award has expired Round numbers!! Explanations that raise more questions than
answers. Overdrafts from one sponsored project to
another
NCURA 51st Annual Meeting, October 2009 22
Managing Spending on Awards
Cost Overruns Cost Overruns happen for a variety of reasons
Sponsor is slow to send additional year funding Principal Investigator assumes new funds are
coming Lack of management of accounts at department
level
NCURA 51st Annual Meeting, October 2009 23
Managing Spending on Awards
Cost Overruns Serious problem that must be managed by the central
accounting office Budget cuts of state funds may exacerbate the problem Staff turnover and lack of training in departments can add
to the problem Business Managers may fear repercussions if they tell the
PI to stop spending Establish a policy and stick to it!
NCURA 51st Annual Meeting, October 2009 24
Best Practices on Managing Spending
How Overspending is Managed University of Michigan
Monthly status reports are sent to departmental administrators
A published policy has been established to dictate timing of write off to Dean’s account
Overspending not always a bad thing
NCURA 51st Annual Meeting, October 2009 25
Best Practices on Managing Spending
How Overspending is Managed Broad Institute
Overrun reports are distributed monthly OSR administrator reviews with department/lab
administrator and/or PI OSR has responsibility for removing/covering
deficit; allocating appropriately or moving overrun to discretionary funds
NCURA 51st Annual Meeting, October 2009 26
Best Practices on Managing Spending
How Overspending is Managed Caltech
Very de-centralized Grant managers have access to account
information; in addition, central administration monitors
Monthly meetings between central and departmental administrators
Deficits are (eventually) written off to the department
NCURA 51st Annual Meeting, October 2009 27
Overview of OMB Circular A-21
Definitions – Key Terms OMB – Office of Management and Budget
Issues principles for determining costs applicable to R&D, training, and other sponsored work performed under grants, contracts and other cost reimbursable agreements with the Federal government.
Cognizant Agencies Responsible for negotiating and approving F&A rates and auditing
to ensure that institutions are applying cost principles on a consistent basis.
Two primary agencies:Department of Health and Human Services (DHHS)Office of Naval Research (ONR)
NCURA 51st Annual Meeting, October 2009 28
Overview of OMB Circular A-21
Definitions – Key Terms Direct Cost
Can be identified specifically with a particular project, program, or activity of an institution
Examples: Salaries, Benefits, Materials, Animal Care Costs, Supplies and Services Facilities and Administrative (Indirect) Cost
Incurred for common or joint objectives; cannot be easily identified to a particular project, program, or activity of an institution
Examples: Depreciation (Building, Renovations, Equipment), Interest, Operations and Maintenance, Library, Administration costs
Allocation Base(s) Common measurable base(s) used to allocate F&A costs
Examples: Space (square footage), Modified Total Direct Cost (MTDC), Full-Time Equivalents, Salaries and Wages
NCURA 51st Annual Meeting, October 2009 29
Overview of OMB Circular A-21
Definitions – Key Terms Modified Total Direct Cost (MTDC)
Distribution base consisting of salaries, fringe benefits, materials, supplies, services, travel, subcontracts up to first $25,000 of each
Examples of items excluded from MTDC are Equipment, Patient Care , Subcontracts greater than $25,000, and Tuition
Distribution Base (Direct Costs) – Major Functional Activities Instruction: teaching and training activities including departmentally funded
research Organized Research: research and development activities that are
separately budgeted and accounted for including sponsored and university funded research
Other Sponsored Activities: performance of sponsored work other than organized research and instruction
Other Institutional Activities: residence halls, dining halls, athletics, ancillaries
NCURA 51st Annual Meeting, October 2009 30
Overview of OMB Circular A-21
What the Cost Principles Do: Requires that a cost:
Be allowable Be allocable Be reasonable (prudent person test) Be treated consistently Be necessary to perform the program Be permissible under the law
NCURA 51st Annual Meeting, October 2009 31
Overview of OMB Circular A-21
Allowable Section J of Circular A-21
Currently describes 54 types of costsAlphabetical orderFor some costs, also specifies approval
requirements, documentation and other provisions
NCURA 51st Annual Meeting, October 2009 32
Overview of OMB Circular A-21
Unallowable Activities (something you do)
Organized fund raising Lobbying General public relations &
alumni activities Student Activities Managing investments
solely to enhance income
Unallowable Objects(Something you buy, a line item)
Advertising Alcoholic beverages Entertainment Fines & penalties Moving costs if employee
resigns within twelve months
Certain recruitment costs
Examples of Unallowable Costs per A-21 (Cannot be charged against Federal agreements, used as cost sharing, included in service center rates or placed in the F&A cost base)
NCURA 51st Annual Meeting, October 2009 33
Overview of OMB Circular A-21
Allocable• Costs Must be Assigned to a Project (or Cost
Objective) in Proportion to the Benefit Received.
• Actual• Allocation on a Reasonable Basis
• Costs Allocable to a Project may not be Shifted to Another Project to Eliminate Deficits or Other Reasons of Convenience.
NCURA 51st Annual Meeting, October 2009 34
Overview of OMB Circular A-21
Reasonable
“A cost is considered reasonable if the nature of the goods or services acquired, and the amount involved reflect the action that a prudent person would have taken under the circumstances prevailing at the time the decision to incur the cost was made.”
OMB Circular A-21 C3.
NCURA 51st Annual Meeting, October 2009 35
Overview of OMB Circular A-21
ReasonableMajor Considerations:
• Is the cost required by law or within terms and conditions of sponsored award?
• Is the cost necessary?• The Prudent Person Test• Consistent with institutional policies/practices?• Would you buy this item and pay this price if you
had to personally pay for it?
NCURA 51st Annual Meeting, October 2009 36
Overview of OMB Circular A-21
Consistent Costs Must be Treated Consistently in
Estimating, Accumulating and Reporting Costs (CAS 501)
All costs incurred for the same purpose in like circumstances are either direct costs only or F&A costs only with respect to final cost objectives. (CA 502)
NCURA 51st Annual Meeting, October 2009 37
Overview of OMB Circular A-21
Consistent - What Costs are Most at Risk?
Clerical and Administrative Costs Office Supplies Local Phone Charges Memberships Postage Equipment Maintenance
NCURA 51st Annual Meeting, October 2009 38
Overview of OMB Circular A-21
Consistent - Why is it a Problem to Charge These Costs as a Direct Cost?
Each of These Cost Categories are Included in The Departmental Administration Component of Universities F&A Rates (Generally in Large Amounts).
Economic Factors May Preclude Doing the Right Thing
NCURA 51st Annual Meeting, October 2009 39
Cost
Acc
ounti
ng
Reg
ula
tions
NCURA 51st Annual Meeting, October 2009 40
F&A Rate Application
On Campus Research Award $100,000
F&A Negotiated Rate 51%
Base MTDC
Budget:
Salaries and Benefits $45,000
Equipment 10,000
Supplies 5,000
Subcontract 40,000
Total Direct $100,000
F&A (75,000 x 51%) 38,250
Total $138,250
NCURA 51st Annual Meeting, October 2009 41
F&A Rate Application
Items to Consider: Life of the Award Retroactive Adjustments Your F&A Negotiation Agreement with the
Federal Government Sponsored Agreement Terms and Conditions
NCURA 51st Annual Meeting, October 2009 42
Cash Management
Billing Standardize billing when possible
Work with Pre-Award office to eliminate special condition billing and the need to provide back-up with each invoice.
Create attributes in the accounting system to allow for meaningful reports to track billing
Develop a report to verify ALL accounts have been billed
Establish attributes in system to identify frequency of reporting, forms & special instructions
NCURA 51st Annual Meeting, October 2009 43
Cash Management
Letter of Credit Management Develop a report or system that allows you to
draw only up to the award amount and not overruns
If possible draw actual expenditures rather than relying on estimates
Make sure the reconciliation process for letter of credit accounts is accurate and ties to reports sent to the government
NCURA 51st Annual Meeting, October 2009 44
Cash Management
Special Considerations Small start-up for profits, venture capitalist Research Agreements include
Terms and Conditions acceptable to institution Precise scope of work Clear payment clause Deliverables defined Consistency between clauses
Monitor accounts receivable closely Create internal list of “high risk” sponsor’s
NCURA 51st Annual Meeting, October 2009 45
Collections
Develop or purchase a system to track receivables.
Make sure ALL receivables are tracked in the system, including “automatic” or scheduled payments
NCURA 51st Annual Meeting, October 2009 46
Collections
Reconcile A/R to accounting system on a regular basis
If departments must be involved in the invoicing, make sure the central office approves the invoice and establishes the A/R Regardless of who prepares the invoice, make
sure all payments are directed to the Central Accounting Office for deposit
NCURA 51st Annual Meeting, October 2009 47
Collections
The “Send and Hope” collection process is not effective!!!
Establish standard dunning notices and send them on a regular basis.
Set goals for collections Consider establishing a collection person or team to deal
with past due accounts Document everything Develop a plan of attack (e.g. big $ first or small
corporations first, etc.)
NCURA 51st Annual Meeting, October 2009 48
Subrecipient Monitoring
Develop a policy Have clearly defined roles
PI Department Central Administration
Risk Assessment Educational vs. Industrial vs. Foreign
NCURA 51st Annual Meeting, October 2009 49
Subrecipient Monitoring
Develop good contract templates Have system in place to monitor
appropriateness of invoices Have PI approve invoices before paying Remember that as prime recipient you are
ultimately responsible
NCURA 51st Annual Meeting, October 2009 50
Subrecipient Monitoring
Develop process to review subrecipients on federal awards on an annual basis
For all subrecipients on federal awards, verify that an A-133 audit was completed, if applicable
Develop a process to followup with a subrecipient if they had any audit findings related to your award
Develop a process to provide oversight of any for-profit or foreign subrecipients on federal awards due to the potential of higher risk
NCURA 51st Annual Meeting, October 2009 51
Cost Sharing
Develop a policy
Understand different categories Mandatory Voluntary committed cost sharing Voluntary uncommitted cost sharing
Communicate/Train
NCURA 51st Annual Meeting, October 2009 52
Cost Sharing
Accounting & reporting Separate accounts Same account through object codes
Proactive management through out life of award
NCURA 51st Annual Meeting, October 2009 53
Best Practices for Cost Sharing
University of Michigan Proposal Approval Form (PAF) requires
departmental commitment at proposal stage Companion account established at award set
up to track cost sharing expenses Policy that ALL quantified cost sharing in
proposal is “mandatory”
NCURA 51st Annual Meeting, October 2009 54
Best Practices for Cost Sharing
Broad Institute Cost sharing must be approved at proposal
stage When awarded, it is
accounted for separately in its “own” account treated uniformly, consistent
NCURA 51st Annual Meeting, October 2009 55
Best Practices for Cost Sharing
Caltech Must be clearly identified at proposal stage Cost share account set-up at award initiation Reports available to central and departmental
administrators to help monitor if cost sharing effort commitments are on target
NCURA 51st Annual Meeting, October 2009 56
NIH Salary Cap
Limits the amount of direct salary Pay scale changes January 1 each year Monthly rate – Keep in mind for Academic
Year and Summer Salary Have a process in place to track
http://grants.nih.gov/grant/policy/salcap_summary.htm
NCURA 51st Annual Meeting, October 2009 57
Program Income
Definition
Gross income earned by a grantee, a consortium participant, or a contractor under a grant that was directly generated by the grant-supported activity or earned as a result of the award.
NCURA 51st Annual Meeting, October 2009 58
Program Income
Examples of Program Income
Income from fees for services performed such as laboratory tests
Money generated from the use, sale or rental of equipment purchased from project funds
Proceeds from the sale of supplies or equipment purchased with project funds
Proceeds from the sale of software, tapes or publications
Income from the sale of research materials such as animal models
Fees from participants at conferences or symposia
Royalties from patents and copyrights
What is not Program Income
Interest earned on advances of federal funds
Receipt of principal on loans, credits discounts or interest earned on them
Taxes, special assessments, levies, and fines raised by government recipients
Patient care credits
NCURA 51st Annual Meeting, October 2009 59
Program Income
Proposals NIH requires that program income be
estimated at the time of proposal submission
In other instances, it is a good idea to determine as soon as possible so it can be isolated.
NCURA 51st Annual Meeting, October 2009 60
Program Income
Accounting for Program Income Isolate so it can be identified Separate account is ideal Treatment may vary by agency Will be specified in grant/contract May not be addressed in non-federal projects Most Federal agencies require reporting with
financial report
NCURA 51st Annual Meeting, October 2009 61
Effort Reporting
Definition Time and effort reporting is a Federal
requirement (OMB A-21. Section J(10)) to ensure that individuals confirm “after-the-fact” any effort they have expended on federally funded activities.
NCURA 51st Annual Meeting, October 2009 62
Effort Reporting
Effort Reporting
Salary Cost Transfers Faculty Work
Week
Appointment / Annual Salary
Letters Unclear
9 Month Faculty
What’s in & What’s Out of Effort?
Research Faculty
Proposal Preparation
Costs
CHALLENGES
NCURA 51st Annual Meeting, October 2009 63
Effort Reporting
Research Instruction Administration Service Proposal Preparation (paid from
University Sources) Lectures About Specific Aspects of
Your Sponsored Project Reports & Articles Related to the
Sponsored Project Conferring with Students Working
on the Project Attending Meetings Required to
Conduct Work on the Project
Any Outside Activity for Which Compensation is Paid (or for Which You Would Normally Expect Pay)
Outside Consulting Volunteer Community or Public
Service Interdepartmental Consulting Sponsor Review Panels or Other
Advisory Activities for Federal Sponsors
What’s In What’s Out
NCURA 51st Annual Meeting, October 2009 64
Effort Reporting
Red Flags 100% Effort on Sponsored Projects 0% Effort for PI’s Summer Salary Supplemental Payments
NCURA 51st Annual Meeting, October 2009 65
Effort Reporting
Issues to Consider: Make sure reports are completed by individual or
someone with suitable means of verification Be careful to certify actual effort rather than budgeted
amount or payroll charges Manage system to ensure reports are completed in a
timely manner to avoid late certifications Consider NIH salary cap as applicable Make sure cost shared effort is included in 100% and
certified
NCURA 51st Annual Meeting, October 2009 66
Best Practices for Effort Reporting
University of Michigan All are required to sign their own certification
statement Process is audited and outlying departments
are contacted to review process Process handled through Sponsored
Programs Office Web based application
NCURA 51st Annual Meeting, October 2009 67
Best Practices for Effort Reporting
Broad Institute Plan Confirmation System Effort captured via payroll system Monthly certification
NCURA 51st Annual Meeting, October 2009 68
Best Practices for Effort Reporting
Caltech Effort reports are certified by someone with
suitable means of verification (PI or supervisor) Paper reports, developed internally Distributed and collected twice a year Report data comes from Payroll system Reports include information on effort commitments
made in award
NCURA 51st Annual Meeting, October 2009 69
Close Out of Awards
Potential Solutions to Meeting Deadlines Send notices of expiring awards well in advance
of the expiration date Create reports to track closing awards Require written request from the department if
deadlines cannot be met Develop a close out policy “Freeze” award once final financial report is sent
NCURA 51st Annual Meeting, October 2009 70
Close Out of Awards
Financial Aspects of Close Outs Departmental Signoff on Final Expenditures Verification of Cost Sharing Verification of F&A Financial Status Report Final Invoice or Draw Fixed Price Agreements Residual Balances Close Account in General Ledger
NCURA 51st Annual Meeting, October 2009 71
Close Out of Awards
Non-Financial Aspects of Close Outs Technical Reports Property Reports PI Relocation
NCURA 51st Annual Meeting, October 2009 72
Best Practices for Close Out
University of Michigan 90 Day notice e-mail Appointment follow-up letter Tracking system - metrics Meet with departments
NCURA 51st Annual Meeting, October 2009 73
Broad Institute Closing Notice sent 60 days prior to end of grant
requesting close out info or extension request. Monitor changes – follow-up – track invoices Monthly meetings for review and updates
Best Practices for Close Out
NCURA 51st Annual Meeting, October 2009 74
Caltech 90 day notification Tracking system Monitored by central administration
Best Practices for Close Out
NCURA 51st Annual Meeting, October 2009 75
Audits
Central Point of Contact for Audit Co-ordination Consider policy for audit protocol Make campus aware of who to contact if
contacted directly by an auditor What kind of audit is it and who are the auditors?
Audit vs. investigation Federal vs. Internal vs. Financial auditors
NCURA 51st Annual Meeting, October 2009 76
Types of Audits
Pre-award ($1mil or greater)
Financial Statement
OMB A-133
Program
Disclosure Statement
F&A Cost Proposal
Procurement System Review
Property System Review
NCURA 51st Annual Meeting, October 2009 77
What Auditors Test For:
Allowability of Costs Cost Transfers Cost sharing Effort reporting Program Income Timeliness of Reports Sub-recipient Monitoring F&A rate and calculation Everything else…
NCURA 51st Annual Meeting, October 2009 78
Keys to A Successful Audit
Central point of contact Organized files Documentation for expenses Appropriate approvals Audit trails Knowledge of policies and regulations Brief staff on audit process and
assign a point of contact
NCURA 51st Annual Meeting, October 2009 79
Audit Management
Don’t assume the auditor has complete knowledge of regulations – they don’t!
Understand all auditor’s questions If you are not sure - check it out Don’t ramble or provide additional
information – short, concise answers Keep track of questions and responses Always accompany the auditors when they
speak to the PI
NCURA 51st Annual Meeting, October 2009 80
Training
The key to ensuring proper accounting for sponsored projects is training Department administrators MUST be trained in
the basics of accounting, OMB circulars, and institutional policies and procedures.
Training programs do not have to be elaborate but must be offered repeatedly to ensure that staff is aware of changing regulations
Training must also be done for pre/post-award offices
NCURA 51st Annual Meeting, October 2009 81
Best Practices for Training
University of Michigan Research Administrators’ Instructional
Network (RAIN) Research Administrators’ Network (RAN) Customer Service one-on-one training Additional Central Office Training Programs
NCURA 51st Annual Meeting, October 2009 82
Best Practices for Training
Broad Institute Administrator Orientation and Training
New system training
External resources such as NCURA; Fundamentals, Neighborhoods, Listserves
NCURA 51st Annual Meeting, October 2009 83
Best Practices for Training
Caltech Quarterly Research Administrators Forum Just-in-time training for new policies, procedures and
systems On-going refresher courses Relaying audit findings and corrective action plans to
campus
NCURA 51st Annual Meeting, October 2009 84
Web Sites
University of Michigan http://www.umich.research.edu/ http://www.umich.edu/~finops/
Broad Institute of MIT and Harvard http://www.broadinstitute.org/
Caltech http://www.caltech.edu
NCURA 51st Annual Meeting, October 2009 85
How to Contact Us
Rob BarbretUniversity of MichiganAssociate Director, Financial Operations734 [email protected]
Vivian HolmesBroad Institute of MIT and HarvardAssistant Director, Sponsored Research617/714-7132 [email protected]
Tracey FraserCaltechSenior Director, Financial [email protected]