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Module 4 Project Management. Sponsored Programs at Penn. Project Management Agenda. Establishing the Project Environment Managing Monthly Communication Monitor Expenditures Cash Management. Roles and Communications. Report monthly to PI Communicate regularly with ORS
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Module 4Project Management Sponsored Programs at Penn
Project ManagementAgenda • Establishing the Project Environment • Managing Monthly • Communication • Monitor Expenditures • Cash Management
Roles and Communications • Report monthly to PI • Communicate regularly with ORS • ORS represents the University externally for all sponsored projects • Financial reports, cost sharing, delinquent sponsor payment • Programmatic changes • Assesses allowability of costs • Don’t surprise the sponsor
Communicate with PI • Personnel • Establish payroll distribution • Establish level of effort anticipated for each individual on project • Subcontracts • Confirm amount; inform ORS • Restrictions on spending • Cost Sharing
Communicate with ORS • Inform sponsor via ORS of project changes • Monitor subcontractee SPP #2131, #2135 Subrecipient Monitoring policies • ORS Accountant • Cost sharing • Verify payments • Allowability of costs during Post Award period • ORS Contracts Administrator • Allowability of costs during Pre Award period • Extensions and other project changes
Support the Project • Work with PI on on-going basis • Ensure that interim reports & proposals are submitted on time • Disclose Inventions and Patents • Prepare for Progress Reports and Non-Competing Continuations
Establishing the Project EnvironmentPayroll Set-up • Identify who belongs on distribution • Identify amount of funding and % effort • Distribution Stop Date s/b set to the Account End Date • Salary Encumbrances are calculated through the Current Budget End Date or Distribution Stop Date (whichever is earlier)
Procurement • Ben Buys Commodity Matrix • Methods of Purchasing • When should C-1, C-1A, C368, Purchase Order, or P-Card be used • Competitive Bids Required on aggregate purchases > $5,000 unless purchase is with a University Contract Supplier or with a supplier participating in the Penn Marketplace.
Equipment • Must be necessary for project purposes • During the award period • Is not reasonably available for use elsewhere in the University • Award notice does not constrain equipment purchases
Equipment (cont.) • Obtain necessary bids • Or have justification for sole source purchase • Document whether equipment is • Government owned • Government furnished • Disposition after project end • Know sponsor regulations
Travel • Determine allowability on project • Justify and document changes if not in proposal
Foreign Travel • Travel must be included in proposal or otherwise be allowed by sponsor • Department must maintain documentation in the file that supports the trip’s purpose • Foreign air travel paid with federal fundsmustbe on US-flag air carriers • Limited exceptions
Foreign Travel • Exceptions, which must be documented, generally include: • US-flag air carrier does not go to destination • Total trip time extended more than 24 hours • Lay-over extended more than 6 hours • Foreign carrier eliminates 2 or more changes • On short trips: US-flag air carrier would double travel time • Exceptions can be found at GSA Travel Regulations (41CFR301-10.135-143) • www.access.gpo.gov/nara/cfr/cfr-retrieve.html#page1
Consultants • Evaluate: Consultant, Employee or Subcontractor? • Use C-12 Independent Contractor Determination & Certification http://www.finance.upenn.edu/comptroller/tax/contractor_certif.shtml • Consulting agreement completed and forwarded to ORS for approval & signature
Consultants (cont.) • Document role of consultant • Needs to be working towards the goals of the project to which he/she is charged • Review sponsor’s guidelines for consultants • Ensure any required approvals are obtained • Consultant rates may be limited
Purchases • PI approval process for purchases • Assess allowability, allocability and reasonableness • Verify budget and availability of funds • Procure bids • “Buy American” on federal awards when possible • Don’t buy capital equipment at end of project
Service Centers • Definition: • A department or functional unit within a department, which performs specific service for a fee Examples: Cell Sorting facilities, Resonance Imaging facilities, and Animal Care facilities
Service Centers (cont.) • ORS responsible for review & approval of rates • Services provided charged based actual use of services • Charges for services allocated monthly -Financial Policy #2115 University Service Centers
Service Centers (cont.) • Make sure Service Centers use correct fund account • PI & BA should review Service Center charges regularly • The BA may not know what services were provided, or if the amount charged is appropriate
Manage Monthly • Plan expenditures in advance • This will make the project easier to manage throughout life of project • Run and analyze appropriate reports • Financial Policy #1402.5 Monthly Closings/Reporting • Send detailed reports to PI
Manage Monthly (cont.) • Remove unallowable and wayward charges • Compare expenditures to projections • Manage changes through full system • Changes in award value affect payroll • Changes in subcontracts or equipment affect F&A charges
Manage Project Changes Proactively • Use proposal as “home base” • Anticipate necessary changes • Contact ORS for approval • Get sponsor approval through ORS • Change of scope or effort • Plan ahead for extensions
Monitor Expenditure Rates • Sponsors question unusual expenditure rates • Have we changed scope of work? • Are we still breathing? • Communicate with Sponsor (cc ORS)
Cost Transfers • The transfer of costs to sponsored projects where the costs initially had been incorrectly charged to another account. Any cost transfers that occur need to be properly justified and documented. • University Financial Policy Number 2113 Cost Transfers and Payroll Reallocations states "Cost transfers must be prepared and submitted within 90 days from month end in which the transaction appears on the fund." Failure to adhere to this policy may result in the University disallowing the transfer which would result in a write-off to the administering department.
Cost Transfers • Must be an allocable, allowable and justified charge to the particular award • Department must maintain documented justification for transfer • Must be made within time constraints
Cost Transfer Principles • Cost transfers are for correcting legitimate ERRORS • Cost transfers should NOT be used as a means of managing cash flow • Project funds are NOT interchangeable • Integrity of each grant account must be maintained • Allowability of costs must be maintained
Cost Transfers • Documentation • Supported by full explanation and justification, as well as a certification of the propriety of the transfer • Explanations such as “to correct error” or “to transfer to correct project” are not sufficient • Approval can be documented by • PI signature • Printed e-mail messages from PI
Cost Transfer “Red Flags” • Transfers made in excess of 90 days after the original charge • Transfers without a full explanation • High volume of transfers • Timing and “route” of transfers • Late transfers to funds with unexpended funds • Transfers from funds with overdrafts to other 5 fund(s) • Transfers between funds with scientific overlap
Advance Accounts for Continuation Awards • Recommended for non-competing renewals requiring new fund #’s for each period • Department requesting the advance account bears the risk of having to fund any costs incurred if the funding never materializes
Monitoring Accounts Receivable • For Letter of Credit awards, check revenue • On Letter of Credit, confirm that PBIL is correct • Contact ORS to address payment problems with sponsors • Departments should review AR and contact ORS regarding aged receivables of concern • For awards on payment schedule, contact Bob Speakman • For all other awards, contact Gokila Venkateswaran
Checks, Payments and Project Budget Increases • Hand carry check to ORS immediately, with project identification • Do not deposit check • Should AIS be increased because of check?
Run and Review Reports • BEN Reports • 102.ORG – Summary CNAC-ORG-FUND level • 115.ORG – Fund Summary • 133.ORG – Due to Close • 134.ORG – Summary of Final Expenditure Report • Data Warehouse • Fund Summary • Org Summary • Corporate Documents • Payroll • Correct Errors
Reporting Tools “There are so many reports I’m not sure where to look first.” Ben Reports BEN FINANCIALS PennERS Business Objects GRAMS SALMGMT PennERA
GRAM – The online PI view • GRAM / BEN Reports • Reports used primarily by Principal Investigators • Reports represent a Current Budget Period perspective • Not easy to determine PJTD Numbers or amount to close out at (other than Budget Available) • Critical for Operating Budget to be posted to the Budget Period Start
Actual Spent represents Current Budget Period Only • Further Detail can be clicked on, but none is available for Prior Budget Periods
Your assignment • Full documentation of the Business Objects Queries is available at: http://www.upenn.edu/computing/da/dw/financial_queries.html Select “Grants Management” • While we will discuss and give samples of some of the more popular reports today, it is essential that you GO BACK TO YOUR OFFICE AND PLAY WITH THE REPORTS!!! Decide what tools/reports work best for you and your investigators.
ORG Summary - Analysis of Expired Funds Why isn’t my fund disabled?
Fundsummary.rep- Estimating the Unobligated Balance Make sure the formula toolbar is visible and checked under View Toolbar.
Identifying Waywards – 115.ORG The 115 shows a possible wayward charge from ORG 4227 Cardiology. To obtain the detail of the charge a 15X.ORG report can be run entering the ORG making the charge in the Accounting Period the charge was made.
