BACKLOG ELIMINATION PROJECT (OGR – Operation Grants Recovery) September, 2010

1. UMBC OFFICE OF FINANCIAL SERVICES OFFICE OF CONTRACT AND GRANT ACCOUNTING BACKLOG ELIMINATION PROJECT(OGR – Operation Grants Recovery)September, 2010

2. OCGA - BACKLOG ELIMINATION PROJECT Introduction OCGA has identified three areas which require special and controlled effort as well as immediate attention. • Billing • Award Close-outs • Reporting

3. OCGA - BACKLOG ELIMINATION PROJECT OBJECTIVES: • To eliminate the backlog of billing • To close and inactivate all projects that have expired prior to FY2011 • Maintain all current billing and closing • Timely and accurate reporting • Estimated time of completion - December, 2010

4. Post Award Steering Committee (PASC) Accomplishments • System Performance Improvements • Collaboration from DoIT, Consultant • Improvement – Retro Processing • Improvement – Grad Health Ins. processing • Improvement – Tuition processing • Improvement – Cost Transfer review • Effort Report Quick Reference Guide

5. OCGA - BACKLOG ELIMINATION PROJECT Summary of Billing Backlog: Old projects with unique issues comprise the large majority of unbilled lines in the system. Detailed analysis required to resolve. Unbilled Cost (Aged) 30 – 60 days : 21% 60 – 90 days : 9% 90 days and over : 70%

6. OCGA - BACKLOG ELIMINATION PROJECT Summary of Account Close-Out Backlog: The backlog of projects to be inactivated is high. Over expenditures on grants and systems issues are the main challenges. Current PS systems tools do not capture awards which have been closed with the awarding Agency. We estimate that awards financially closed with the awarding Agency is 80%. Below is the backlog of Projects to be Inactivated in Peoplesoft: • Current end date: 77 projects • 30 day end date: 21 projects • 60 day end date: 16 projects • 90 day and over: 1828 projects

7. OCGA - BACKLOG ELIMINATION PROJECT Summary of Reporting Backlog: Of primary concern are uncertified Effort Reports Uncertified Effort Reports by Semester: Fall ’03 to Spring ’07: 220 = 2 % Fall ’07: 271 = 14% Spring ’08: 322 = 23% Fall ’08: 412 = 22% Spring ’09: 554 = 25% Fall ’09: 982 = 41% Spring ’10: 1,420 = 77%

8. ACTION PLAN • Reorganization of staff, reassignments • Temporary increase of labor hours • Additional 5 hrs/wk, for 4 months, all staff • Additional Contingent I & II support • Develop New Management Tools • Collaboration with DoIT and Departments

9. OCGA ORGANIZATIONAL CHART

10. UMBC DEPARTMENTAL RESPONSIBILITIES • Timely response to OCGA when identifying need for: • Timely and accurate direct charging of expenses to appropriate awards. • Timely Certification of Effort Reports. • Timely Certification of Final Expenses. • Removal of Over Expenditures to other funding source. • Upper management is engaged in identifying sources of funds for cost over expenditures.

11. Progress to Date (as of 10/31/2010) • Progress slowed by system limitations – very slow response times – DoIT working hard to correct. • 31% reduction in billing backlog! • 27% decrease in utilization backlog • 8% reduction in closeout backlog (as of 9/30/10) • 6% reduction in effort reports outstanding. • Setting up individual meetings with Department Chairs and Business Managers to clear effort reports.

12. OCGA - BACKLOG ELIMINATION PROJECT Our project can only be successful with the help and support from the campus community! • OCGA will be sending important announcements and updates • OCGA will have updated information on the website http://www.umbc.edu/FinancialServices/grantacct.html

13. QUESTIONS?