RESOURCE DEVELOPMENT OFFICE GRANTS MANAGEMENT HANDBOOK

Transcription

1 RESOURCE DEVELOPMENT OFFICE GRANTS MANAGEMENT HANDBOOK Kristeen Christian, Assistant Vice President for Resource Development (407) Beverlee Andrews, Manager, Grant Development and Special Projects (407) Allie Yadav, Manager, Grant Development and Special Projects (407) Lashon Henderson, Manager, Grant Administration and Development (407)

2 TABLE OF CONTENTS Welcome... 3 Tips for Successful Grants Management... 4 Purpose of Grants management... 5 Resource Development Office... 5 Getting Started... 6 Technical Meeting... 6 Kick-Off Meeting... 7 Setting Up the Budget... 7 Project Personnel... 8 Time and Effort... 8 Evaluation... 9 Implementing the Project Managing the Budget Match Budget and Programmatic Changes Consultant and Contract Services Subrecipient Services Recordkeeping Project Reports Closing Out Grant Projects Budget Personnel Record Retention Final Reports Audits Grant Closeout Checklist Things to Know Glossary of Terms

3 WELCOME Dear Colleague: Congratulations! You have just been awarded a grant! This is an exciting and sometimes overwhelming time! Grant work and project management is vital to the students you serve and the Valencia community. This is exciting work and we are happy that you are taking the responsibility to manage a grant that will create new programs and services for Valencia students, faculty and staff. We have developed this guide for you to use throughout the life of the grant. Hopefully you will keep it close to you so that when questions arise you will be able to find quick answers. On the following pages you will find the Grant Management process that has been created for Valencia College employees. This process will guide you during the project from the initial steps to close out. Throughout this document, you will find links to other resources. Click on the underlined links for further information. Should you have additional questions, or need further information, please do not hesitate to call or us. We want this to be a useful document to you! We look forward to working with you! Resource Development Office staff: Kristeen Christian Allie Yadav Beverlee Andrews Lashon Henderson Valencia College Post Office Box 3028 Orlando, FL valenciacollege.edu 3

4 TIPS FOR SUCCESSFUL GRANTS MANAGEMENT There is a lot of information to know to manage a grant. These tips can help guide you to success. Read this handbook carefully. It will be a useful resource throughout the management of your grant. Review all key documents, including the proposal, program guidelines or RFP (Request for Proposal), award notification, budget, authorizing legislation, and any related information. Arrange time to meet with the RDO Manager of Grants Administration to schedule the technical and kick-off meetings. These meetings will consist of the team responsible for implementing the grant. Please suggest additional key departments and administrators to invite. The RDO Manager of Grants Administration will work with you to develop a detailed plan to guide you through the project. Understand the goals, objectives, activities, and any deliverables that are required for your grant. Knowing the funder s expectations for the grant project will help you be successful in achieving the outcomes. Inform your immediate supervisor and project staff so they understand your role as the Project Director and their roles in the grant project. It is important that everyone has the same understanding of the goals and activities. This will help get the project off to a great start. Plan to meet with the RDO Manager of Grants Administration and the Grants Accounting Office on a quarterly basis to review your project. Use these meetings to discuss the progress of your project. Ask a lot of questions. We are here to help you be successful. Make purchases as soon as possible after the budget has been approved. Use the account codes (GL codes) assigned for each expense. Contact your assigned Grants Accounting Specialist as a resource for budget questions and guidance. Schedule Banner Finance training as soon as possible. Use Valencia College policies and job descriptions, as well as the job roles and descriptions described in the grant proposal, to hire project personnel. Contact Human Resources if a position does not exist. Understand which positions will need to be built into the College budget after the project ends. Keep documentation of all project activities, including expenses charged to the grant (Pcard and purchase orders), time and effort, travel, equipment location, in-kind and consulting services. Funders will want project details at the end of the grant. Place key report dates and project deadlines on your calendar. Attend all Project Director s meetings hosted by the RDO. Get support and valuable information from the RDO staff. Network and learn from other Project Directors. 4

5 PURPOSE OF GRANTS MANAGEMENT The primary purpose of grants management is to oversee the funding that is awarded in a grant. It begins at the signing of an agreement or accepting funds for a project. Grants management is ensuring that activities are carried out within the scope outlined, on time, and within budget. In general, successful grants management means that you have followed all the terms and conditions of the grant award. As a Project Director, you will be responsible for the following activities through the course of the grant: Submitting all reports in a timely manner; Accounting for expenses and purchases; Accomplishing the goals and objectives; Maintaining documentation of all activities; and Closing out and completing the grant process RESOURCE DEVELOPMENT OFFICE The Resource Development Office (RDO) is a college-wide point of contact within the Vice President of Academic Affairs and Planning s Division that supports Valencia s grant development and management. The RDO provides the following services to faculty and staff: Facilitates the development of grant proposals Submits all grant proposals on behalf of the College Schedules kick-off meetings, implementation, and close-out meetings during the life of the grant Coordinates letters of support with partnering institutions The primary contact for grant management and communication to funding source once funded The RDO supports the advancement of academic and student initiatives, cultivates innovation, supports institutional and external collaborations, and community partnerships. It also assists with identification of funding sources, facilitates the development of ideas into projects, and assists with the preparation and submission of grant proposals. Once funded, the RDO supports Project Directors and other staff in the oversight of the grant management process. The RDO Manager of Grants Administration will work with the Project Director to ensure that grant projects meet all of the funding source requirements. The RDO Manager of Grants Administration will assist with grant kick-off meetings and help establish timelines for project implementation, including evaluation, reporting and closeout. Working with Project Directors individually and in groups, the RDO Manager of Grants Administration will provide information and advice on how to meet grant program objectives while working within college policy. 5

6 GETTING STARTED As Project Director, you are considered the expert of your project and must know the policies of the College, as well as learn the regulations of the funding source. Knowing this information is essential to the success of your grant. Fortunately, you are not alone in this process. The administration of a grant requires a collaborative effort in order to implement activities and effectively manage the project. This collaborative approach ensures that we have successful outcomes and achieve goals for the students at Valencia. The RDO is here to assist you through each phase of the grant. Utilize this Grants Management Handbook as a written resource on grants-related issues, however contact the RDO with questions. Our goal is to help you be successful! Communicating with the funding agency. It will be necessary to contact the funding source regarding questions about your grant. Contact the RDO prior to contacting the funding agency, as we may already have the answer for you. When needed, the RDO Manager of Grants Administration can help you respond to inquiries. All correspondence with the funding agency must be documented and copied to the RDO for filing. Follow the rules. Your grant has rules and guidelines. Activities of your grant must follow all applicable laws, regulations, contracts, policies, and procedures. The presence of grant funds does not preclude you or your staff from following College regulations. There are times when a funder s rules are more flexible than the College. Remember that the most restrictive rule applies. To ensure the proper implementation of your project two important meetings will occur: the technical meeting and the kickoff meeting. TECHNICAL MEETING Once written notification of the grant award is received, the RDO staff will begin to work with you on the management of your grant. In general, the RDO Manager of Grants Administration and the Grants Accounting Office will be your primary contacts throughout your grant. The RDO Manager of Grants Administration will work with you to schedule a technical meeting. This required technical meeting provides all pertinent information that will help you successfully implement your grant. With guidance from the RDO Manager of Grants Administration, the goal of the meeting is to develop a detailed plan for implementing objectives, reporting requirements and evaluation. The Grants Accounting Office will assign an internal account number and review your budget with you in detail. There will be quarterly contacts scheduled with you during the grant cycle. These quarterly contacts provide you with ongoing support and an opportunity to ask questions. They also serve to review project objectives, budget expenses, and reports. While there may be times when it is necessary to meet by conference call, it is strongly encouraged that quarterly meetings occur in person. In the technical meeting, the Project Director will plan for the Kick-Off meeting and create an invitation list. The RDO staff will send the invitations. At the end of the technical meeting, you will have detailed roadmap to guide you through your grant project. 6

7 KICK-OFF MEETING The Kick-Off Meeting serves as the official meeting where the team responsible for implementing the project come together to review the grant proposal, establish outcomes and timelines for the project, determine roles and responsibilities and set up necessary training. The RDO Manager of Grants Administration is responsible for facilitating the Kick-Off meeting. This will help communicate to a larger audience, and get the team off to a good start. It also allows questions to be answered, and project goal and activities clarified. The team will conduct a S.W.A.T. (Strength, Weakness, Opportunities and Threats) Analysis, and explore the desired outcomes of the completed project once funding has ended. Important questions for consideration will include: What is different now? How will we know we have met our goals? SETTING UP THE BUDGET Upon receipt of funds, the Grants Accounting Office will send an notification to the Project Director that includes an internal account number, assigned account codes, the start date, the amount of the award, and other pertinent information as applicable. The Grants Accounting Office will oversee all fiscal activity, reporting, and audit aspects for your project. A Grants Accounting Specialist will be assigned to your grant to track expenditures charged to the project budget including those for personnel, equipment, supplies and travel. Your grant budget is administered through the College s Banner system. Within Banner, the budget is entered into the assigned account codes. All Project Directors need Banner access and training in order to expend grant funds. New Project Directors must attend Banner Finance training as soon as possible. Expenditures The proposal budget serves as your spending plan and includes funds to cover project costs and personnel expenses. Valencia utilizes several approved procedures and forms to initiate grant purchases. All grant expenditures and purchases are subject to the same college policies and procedures. Please contact the Procurement Office for specific information and guidance with your grant purchases. Procurement Card (P-Card): In general, use of the P-card is for purchases of $1,000 or less. When using grant funds to make purchases with a P-Card, keep a copy of all supporting documentation for expenditures, including any supplemental paperwork, and send the original completed forms to the Grants Accounting Office. Specific information regarding P-Cards can be found by contacting the Procurement Office Requisitions: Requisitions are typically utilized for purchases of more than $1,000. Services or equipment of $5,000 or more may require a price quote or formal bid process. Consult the Procurement Office for guidance regarding these requirements, and for assistance identifying suppliers for services. Grant funds may not be used to pay for services provided by any vendor that is not on the College s approved vendor list. 7

8 The Project Director is responsible for reviewing and approving all purchases with grant funds. The RDO staff and Grants Accounting Office is available for assistance should you have questions regarding allowable purchases. Supplies and Equipment Equipment purchased with grant funds is intended for the purposes outlined in the proposal. As a result, it should only be used for the grant-funded activity or project during the grant period. All approved equipment or supplies are itemized in the proposal budget. If you are uncertain about equipment purchases, contact the Grants Accounting Office or RDO Manager of Grants Administration who can assist you. Tagged items. The College requires that equipment of $1,000 or more be tagged for inventory tracking. Equipment inventory is maintained by the Property Management Office for recordkeeping. The Property Management Office maintains the official record of all equipment owned by the College. Grant-funded equipment will be tagged with a label bearing the letter G to designate it as grant property. Location of equipment. Equipment purchased with grant funds should remain in their originallyidentified location. If relocation becomes necessary, consult the RDO Manager of Grants Administration to ensure there are no restrictions to the move. The Property Control Form (PCF) must be submitted and approved by the Property Management Office before any equipment is moved. The Property Management Office will contact the Grants Accounting Office to ensure that the move occurs in accordance with funding agency guidelines. PROJECT PERSONNEL Many grant projects include funding for new personnel to assist with implementation. When determining new positions, titles and position descriptions must match those already established by the College. Grant-funded personnel must also be hired utilizing the College s policies and procedures for hiring all personnel. For specific information and guidance regarding positions and hiring procedures, consult with Human Resources. TIME AND EFFORT All employees charged to federal grants must maintain time and effort reporting. The purpose is to document the time spent working on the grant s objectives, and to demonstrate that the amount budgeted and claimed is accurate. Effort reporting is the mandated method of certifying to the funding source that the effort charged (or matched) to the award has actually been completed. Effort can be best defined as the amount of time spent on a particular activity. It includes the time spent working on the grant in which salary and wages is directly charged or included as match. Individual effort is documented as a percentage of the total amount of time spent on work-related activities (instruction, research, administration, clerical, etc.) for which the College compensates an individual. Effort documentation is not based on a 40 hour work week. Instead, effort is calculated 8

9 on an after the fact basis, based on 100% of actual time, separately indicating time spent on other projects, vacation, sick leave, etc. as applicable. Effort reporting vs. payroll distribution. Payroll distributions and effort reports are not the same. Payroll distributions are the distribution of an individual's salary, while effort reports describe the allocation of an individual's actual time and effort spent for specific projects. Thus, effort reporting is separate from and can be independent of salary charges. In addition to the College s regular payroll records, time and effort for grant-related employees must be documented on the Time and Effort Documentation Form. An employee whose time is devoted to more than one grant must complete a Time and Effort Documentation Form for each grant. The form must be signed by the individual employee and their supervisor, and approved by the Project Director. The original is sent to the assigned Grant Accounting Specialist. It is best practice to keep a copy of all Time and Effort Documentation Forms. The RDO Manager of Grants Administration will assist with monitoring the time and effort reporting process to ensure compliance with federal regulations. EVALUATION Program evaluation is one of the most important components of the project. Not only does the evaluation determine the success of the project in meeting its objectives, but the data gathered in the evaluation process are important to others who will study the project or replicate it. In addition, results of the evaluation will be disseminated to the funding agency and to others who express interest in the project. Establishing a solid and detailed evaluation plan at the onset of the grant period will reduce the likelihood of confusion in the future. Most of our grant proposals include an evaluation plan which serves as the blueprint for the project's evaluation. This plan outlines the general methods and standards to be used to measure the success of the project. A thorough evaluation plan will include: Who will perform the evaluation; A description of what will be evaluated and instruments to be used; When the evaluation will take place; and How the information gathered will be used to determine the project's success. After the grant award notification is received, it is important for the Project Director to review the objectives, activities, and outcomes of the proposal to develop a preliminary list of baseline data. Funding sources sometimes require additional data collection and reporting on top of what was included in the proposal. It will also be necessary to identify possible assessment instruments needed to measure various aspects of the project s progress and success. The Office of Institutional Research is available to provide you with assistance in determining existing measurement processes that could provide appropriate data collection and tracking needed for the grant evaluation. 9

10 Institutional Research can also offer guidance and review in the purchase or creation of specific assessment instruments that may be used to measure pre- and post-intervention changes. External Evaluators. Many projects use an external evaluator who is experienced in the field of study and the type of program to be implemented. It is important to identify the evaluator as early in the project as possible. If a grant proposal specifies the use of an external evaluator, however did not designate one in the proposal narrative, consult the Procurement Office for a list of authorized evaluators. The evaluator will need to sign a Consultant Services Agreement Form with the College in advance of performing work. The Grants Accounting Office and the RDO Manager of Grants Administration will help you closely monitor all service agreements. If you have any questions or require clarification regarding the objectives, activities, or any other aspect of the project design, contact the RDO as soon as possible for assistance. 10

11 IMPLEMENTING THE PROJECT In the grants management process, one major responsibility as the Project Director is to effectively implement the grant project. From managing the budget to accomplishing the project s objectives, our goal is to successfully implement the innovative project described in your proposal. This means that it is essential that you pay close attention to the financial, as well as the programmatic aspects of the projects. Ultimately, it requires careful monitoring of the total project to be successful. MANAGING THE BUDGET One of your major responsibilities as the Project Director is to manage the project budget within the terms of the grant. You will need to monitor all project expenditures and make certain that all funds are expended in accordance with the approved budget and the grant project timeline. The expectation is that 100% of grant funds will be used by the end of the grant period. To ensure proper spending, a good rule of thumb is to spend 25% of the funds each quarter. Project directors need to review grant activity on a monthly basis to ensure that expenses are appropriately charged to your budget and that no costs have been erroneously posted to your grant account. The RDO Manager of Grants Administration and Grants Accounting Office will review expenditures with you at our scheduled quarterly meetings. Immediately notify the RDO Manager of Grants Administration upon determining that the project is at risk of having unobligated grant funds. MATCH Matching funds are cash or in-kind support contributed by the grantee to fulfill the objectives of the project. The amount and type of match funding is included in the project budget, and therefore must be tracked. When determining match, consider that the match must be necessary and reasonable for accomplishing the project objectives. For federal grants, match cannot be included if contributed for any other federally-funded grant or if paid by the Federal Government under another award. The Grants Accounting Office can assist you with appropriate sources for match and tracking match throughout the grant. Salaries used for matching funds for federal grants need to be recorded on the Time and Effort Reporting Form. BUDGET AND PROGRAMMATIC CHANGES Although the project was carefully constructed when the proposal was developed, revisions may be necessary to meet changing needs or circumstances. All proposed project changes must be routed through the RDO Manager of Grants Administration and Grants Accounting Office for internal review and approval before implementing any changes. The RDO Manager of Grants Administration and Grants Accounting Office will work in collaboration to determine if a formal amendment to the grant award is necessary. Programmatic and budget changes cannot conflict with the terms of the grant. 11

12 Budget Revisions. The Grants Accounting Office will provide guidance on all requests for budget changes and should be consulted regarding special conditions or budget restrictions. The RDO Manager of Grants Administration will assist in developing any correspondence necessary for a budget amendment, and in obtaining approval from the funding source. Budget revisions are not official until approved in writing from the funding agency. Files maintained by the Project Director and the RDO Manager of Grants Administration should contain a complete trail of all written and verbal contact with the funding agency. After the revised budget has been approved in writing, a revised internal budget along with a copy of the funding agency s approval must be submitted to the Grants Accounting Office to officially change the project budget. The Grants Accounting Specialist can provide assistance as needed. CONSULTANT AND CONTRACT SERVICES Many grants have funds allocated specifically to purchase services or products from a vendor. Consultants may be needed to serve as speakers or provide expertise in a particular area. It is important to identify consultants and contractors as early in the project as possible. Consult the Procurement Office for a list of authorized consultants and vendors. All consultants and vendors providing services under a grant will need to sign their respective Contractor or Consultant Services Agreement Form with the College in advance of performing work. The rate paid to consultants should be consistent with the current rate paid by the College to consultants for similar services and products. Please be aware that many grant programs have restrictions regarding consultant services, therefore it is best practice to consult with the RDO Manager of Grants Administration and Grants Accounting Office prior to arranging consultant services for your grant. SUBRECIPIENT SERVICES There may be circumstances where the College will partner with another entity to provide services within the grant project. When this occurs, the RDO Manager of Grants Administration will draft a Subrecipient Agreement. The Subrecipient Agreement includes activities and responsibilities for all parties and is time sensitive. The Subrecipient Agreement also specifies terms regarding budget, reporting requirements, timeframe for meeting objectives and recordkeeping. The RDO Manager of Grants Administration will facilitate the process for preparing all subrecipient agreements as needed. The General Counsel s and Grants Accounting Offices will review and approve all agreements on behalf of the College. The RDO Manager of Grants Administration will ensure that the Project Director receives a copy of the signed agreement. RECORDKEEPING Documentation of project activities, services, results and expenditures is essential to good grants management. The Project Director is considered to be the keeper of all records, even once the grant project has ended. All activities and expenditures during the grant are considered records or documentation of the project. Accurate and complete records are critical for demonstrating performance and project success, and for completing project reports and evaluations. Thorough documentation of a grant project will substantiate exactly what was done, when and how it was done, and how much money it cost. Accurate and complete records are a must. In the evaluation of 12

13 the project from the funding source, these records will support the College in the services provided within the grant project. As the Project Director, you will want to establish a recordkeeping system that addresses, at a minimum, the establishment of electronic databases; the physical location and organization of electronic and paper files; a process to ensure the consistency and accuracy of electronic and paper files; and a method to document progress. During the technical meeting, the RDO Manager of Grants Administration will assist you with outlining this system as a part of your implementation plan. PROJECT REPORTS Performance reporting and project evaluation are vital aspects of the implementation process. The success of your project will ultimately be judged by the project outcomes as demonstrated in the evaluation. Comprehensive grants frequently require establishment of tracking of cohorts or other data collection activities. Many proposals typically include detailed evaluation plans which are used to identify the data elements that must be collected and the methods used to measure results. Having established baseline data and comprehensive assessment instruments at the beginning of the grant will make life easier as you evaluate the project. The award notification will include a schedule for any programmatic and financial reports that must be submitted, and the dates the reports will be due. Depending on the funding agency, reports may be required monthly, quarterly or annually. All grants will require a final report summarizing the outcomes of the project. Programmatic and performance reports are the responsibility of the Project Director and should reflect the progress made in accomplishing the project objectives. Progress should emphasize results or outcomes, not process. Outcomes focus on the measurable results of the project activities; process describes the activities that were implemented. During the technical meeting, the RDO Manager of Grants Administration will review the required reports and establish due dates for all reports. The internal review/approval process and submission of programmatic reports are coordinated through the Resource Development Office. All financial reports for the project will be completed by the Grants Accounting Office. The Grants Accounting Office must have complete records of project expenditures and documentation of matching or cost-share for the project in order to accurately complete reports. Any request for financial information from the funding agency should be sent directly to the Grants Accounting Office. 13

14 CLOSING OUT GRANT PROJECTS The closeout of a grant project is just as important as starting one. In many cases, the way in which close-out procedures are handled, such as timely submission of final reports and the quality of the reports, can have a direct effect on the chances for future funding. There are four main areas of management that require particular attention at the close of a funded project: budget, personnel, record retention and final reports. The closeout process should being at least six months prior to the end of the grant. During the technical meeting, the closeout meeting will be scheduled to discuss activities and resources needed. BUDGET Consult with the Grants Accounting Office to review the final budget to ensure there is a plan for final expenditures. Goods and services should be received prior to the end of the grant. The Banner system accounts will be closed soon after the grant s ending date therefore, no additional expenses can be made against the grant account. Avoid making unusual expenditures at the end of the project. In addition, purchasing supplies or equipment late in the grant can be viewed unfavorably as it brings to question the legitimate need of the purchase for achieving project activities. Changes in the budget must be communicated with the Grants Accounting Office and the RDO Manager of Grants Administration to ensure proper use of funds and documentation. All items purchased with grant funds must be inventoried and documented. Consult with Property Management to make arrangements for appropriate transfer, removal or reassignment of office equipment. PERSONNEL Consult Human Resources to complete termination paperwork for all grant funded staff. You will need to complete the necessary payroll changes for positions that will be sustained and built into the College s budget. RECORD RETENTION During the closeout process, grant files should be reviewed to ensure that all documents such as personnel, purchase orders, requisitions and budgets are included in the records. You will need to determine a secure location paper files. For grants with multiple files, organize and label boxes in order to properly store the files. Clearly label the outside of the box to indicate: (1) Box number (e.g., 1 of 20, 2 of 20); (2) Funding agency and program; (3) Grant year; and (4) Destroy date. Submit an inventory list of boxes and their contents, in addition to the exact physical location of the boxes to the RDO Manager of Grants Administration. For electronic records, include the link or path to shared drive file location of the stored information. The terms of the grant will stipulate the length of time for which grant records must be maintained. According to Federal regulations, records for Federal grants must be retained until three years after the due date of the annual financial report for each year of the grant, however the College maintains all financial records for five years in accordance with State requirements. As a result, the most 14

15 restrictive rule applies. Please note that the grant award and terms and conditions may stipulate a longer retention period. FINAL REPORTS Grant programs will require a final programmatic report from the Project Director. This report will include a detailed description of the work performed, progress made, suggestions for future areas of need or involvement, and any related publications that resulted from the grant activity. Most funding sources have specific guidelines for the preparation and submission of the final report. Final programmatic reports are usually due up to three months after the grant ends. The RDO Manager of Grants Administration will assist you in preparing, submitting, and filing final reports in a timely manner. The internal review/approval process and submission of final reports are coordinated through the Resource Development Office. Financial Reports. The Grants Accounting Office will complete all final financial reports within the required timeframes and with the appropriate forms. The Grants Accounting Office will ensure that the budget is at $0, and all funds are expended completely and appropriately. AUDITS Each year, Valencia's records are audited by the State of Florida. As an internal process, our internal auditor may elect to review the project for compliance. Funding agencies also maintain the right to audit grant records. All financial records must be maintained in order to facilitate any audit(s) that may include a review of the project. In the event of a funding agency audit, the Resource Development Office will lead efforts to prepare for and respond to audit inquiries. The Project Director must contact the RDO immediately after receiving verbal or written communication from the funding agency regarding a site visit, program review or audit. Audit findings can result in cost disallowances and require organizations to make repayments to the funding agency. The most common audit findings include: (1) lack of time and effort records to support salary costs charged to awards; (2) lack of consulting agreements and invoices to support that services were related to the award, (3) amounts were expended in unapproved or other cost categories without required prior written approval from the funding agency; and (4) adequate supporting documentation was not provided for match claimed. Financial Audits. The Grants Accounting Office serves as the keeper of financial records for all grants for the College. Therefore, all financial audits are coordinated through the Grants Accounting Office. In the event of a financial audit, the Grants Accounting Office will work with external auditors to supply requested information, explain procedures and answering fiscal questions. 15

16 GRANT CLOSEOUT CHECKLIST Grant Name: Project Director: Grant Start Date: Funding Agency: Supervisor: Grant End Date: Review this document with the Resource Development Office (RDO) Manager of Grants Administration three (3) months prior to the end of the grant project. Please submit the completed and signed document to the RDO within 30 days after the end of the grant project. I. ADMINISTRATIVE Yes No NA Notes REQUEST FOR PROPOSAL/APPLICATION Submitted Proposal Grant Award Notification Subrecipient Agreement Consultant/Contract Agreement No Cost Extension II. Programmatic Reports Review guidelines for all reporting requirements Interim/Quarterly Reports Final Report Project Data Report External Evaluator Report III. Budget Consult Grants Accounting Office Review budget Date: Final Spending Plan Expenses occurred within grant project All grant funds expended Expenses allowable and allocated to project Equipment purchases allowable Budget revisions IV. EQUIPMENT AND SUPPLIES 16

17 Inventory of budgeted project equipment, supplies, and materials Determine current value of G tagged equipment items Consult Property Management Document location of G tagged equipment items Location: Special disposition instructions provided by the RDO and funding source V. Time and Effort Documentation Consult Grants Accounting Office Review budget to identify all staffing commitments (grant and match) Verify Time and Effort documentation already submitted to Grants Accounting Review Time and Effort documentation outstanding with Grants Accounting Submit final Time and Effort documentation to Grants Accounting Office Confirm satisfaction of Time and Effort documentation VI. Non-Personnel Matching Documentation (if applicable) Consult Grants Accounting Office Review budget to determine source and value of match Review guidelines to determine amount of required match Verify match documentation already submitted to Grants Accounting Office Review match documentation outstanding with Grants Accounting Office Submit final match documentation to Grants Accounting Copies of match documentation in file Confirm satisfaction of match documentation VII. Record Retention Secure location for storage of project records (paper) Location: 17

18 Organize and label boxes to store project records: outside of each box must be clearly labeled to indicate: (a) Box number (e.g., 1 of 20, 2 of 20); (b) Funding agency and program; (c) Grant year and budget period of documents; (d) Destroy date Location for storage of project records (electronic) Path: Submit an inventory list of boxes and their contents, plus the exact physical location of the boxes, to the RDO and Grants Accounting Please sign and date this form and distribute a copy as follows: Original: Resource Development Office Copy: Project file Project Director Supervisor Date Date 18

19 THINGS TO KNOW 1. Keep extensive records. Every important action should be captured in a written document and stored in an orderly, easily-retrievable format. Every aspect of the grant project should be fully documented: every purchase order, every training record, every supplemental contract, every memorandum, every phone call, every message, etc. Failing to keep these records can put you and the College at great risk during an audit. 2. Missing a deadline. Missing a grant-related deadline always results in some negative consequence; often a very serious one. Remember that there are many including revisions, hiring, updates, midyear and end-of-year reports and evaluations. Understand and be aware of all deadlines and plan accordingly. 3. Failing to expend funds before the end of the grant budget period. It s surprising how easy it is for this to happen. It can happen unless you monitor and keep close track of your budget and expenditures throughout the grant project. 4. Misdirecting funds. Obviously, using grant funds for personal use is illegal, however, that is not the only way to misspend funds. The fact is that expending funds in any way other than exactly the way described in the grant is considered misdirection of funds, even if the purchase would otherwise be considered proper. For example, let s say that your equipment purchase comes under budget so you decide to order something else for the project. This could be illegal and you may need to do a budget revision and activity change to reflect the changes. Any changes to the budget will need to be brought to the Resource Development and Grants Accounting Offices, and approval by the funding source if necessary. The best thing to do is ask! Certain funding sources allow flexibility while others are more restrictive. Before you make any unauthorized purchases, it is best to get verification from the funding source. 5. Supplanting funds. The idea of supplanting if often confusing and misunderstood. A good way to think of supplanting it this; if you decide not to spend College funds on budgeted costs, but instead replace them with grant funds, then you are supplanting funds. This is unethical behavior in all circumstances. In the case of federal grants, it is unallowable and illegal. 6. Double Dipping. The term used when receiving funding from two different sources for the same activity, potentially doubling the entitlement. For example, a biology faculty cannot be paid for teaching biology out of the general fund AND out of the grant for the same work. Grant dollars would need to be used for the work over and above what they normally would be doing. 19

20 GLOSSARY OF TERMS Allowable Cost: A cost for which an institution may be reimbursed under a grant or contract with a governmental agency. These are determined by the federal Office of Management and Budget (OMB) or the funding source s requirements. OMB 2 CFR, Part 220 (Circular A-21) defines allowable costs as those that are: 1) reasonable, 2) allocable to the project; 3) given consistent treatment by the generally accepted accounting procedures; and 4) conform to any limitation or exclusions set forth by the sponsored agreement or OMB Circular A-21. Audit: An examination of financial records or accounts to check their accuracy. Authorized Representative: This is the person who has the legal authority to enter into agreements. This authority is limited to the President or designee. Award: Funds provided by an external funding source for support of a project. This term applies to both the original award and supplements. Award Letter: Written notification from the funding agency indicating that a project has been funded, and typically includes start and end dates, and amount funded. Budget: The spending plan for a proposal or award, submitted to and/or approved by the funding source. After the award, the approved budget becomes a spending guide for the project. Budget Revision: This term is generally used to refer to a formal request to the external grantor agency to modify the project budget. Revisions require the signature of the President or designee. Carry Forward or Carryover: An unobligated balance from a prior award period which the funding source approves to be added to the subsequent award budget. Cohort: A population of students that participate together in a program. Usually programs with cohorts involve tracking and reporting of progress. Collaboration: Partnership in which key personnel from different institutions have substantial involvement in the development and performance of the project under one award. The lead institution issues subcontracts to the other collaborating institutions. Co-mingling of Funds: Unallowable mixing of funds from more than one source in the same grant budget account. Compliance: The act of fulfilling all fiscal and program requirements of the grantor. This may include obedience to applicable law, regulations, and guidance that are not part of the grant itself. Consultant: An individual whose expertise is required for the project that may be paid or unpaid contributor. Contract: A legally binding agreement to acquire services that benefit the project. Contracts normally contain detailed financial and legal requirements with a specific statement of work to be performed and specific set of deliverables and reports. 20

21 Cooperative agreement: An agreement over which the funding source has control and oversight of the work that is contracted. This involves substantial involvement between the agency and the recipient. Cost share: Portion of project or program costs not borne by the funding source. Acceptable cost sharing contributions 1) are not paid by the federal government directly or indirectly under any other award unless authorized by federal statute to be used for cost sharing or matching; 2) are not included as contributions for any other project or program; are necessary and reasonable for proper and efficient accomplishment of specific project or program objectives; 3) are directly identifiable with the sponsored project as outlined in the proposal budget and/or budget justification, and thus incorporated in the award notice; 4) are verifiable by college records. Deadlines: The date and time by which applications for grants or contracts must be submitted. Direct Cost: Expenses which can be itemized by with a particular externally funded project, an instructional activity, or any other institutional activity, or that can be assigned to such activities relatively easily with a high degree of accuracy (e.g. salaries. supplies, services, travel, equipment) Disallowed Cost: Expenditures questioned in an audit as not allowable for a project that will not be reimbursed by the funding source. Findings may result in repayment of funding source if reimbursement for expenditures already occurred. Effort: The amount of time, usually expressed as a percentage of the total that a faculty member of other employee spends on a project. This does not include work done for supplemental pay. Effort Certification: Certification required by Federal regulations for all employees working on federally sponsored projects/grants. The percentage of effort reported for the period serves to substantiate the salaries and wages charged to the grant. Finding: This usually refers to some violation of law or policy that was identified during a fiscal or program audit. Findings usually require an agency to take prompt steps to correct the violation. Indirect Costs: Overhead and administrative costs which cannot be identified specifically with a particular program, project, or activity. They are costs that are incurred for several purposes which are necessary to the operation of the institution or agency. Key Personnel: Primary leadership in a grant project such as Project Director. Leveraged Resources: Any resource, other than the federal share and non-federal contribution, expressed as a dollar figure, acquired or utilized during the project period that supports the project. Also see matching funds. Matching Funds: Cash or "in-kind" support contributed by the grantee to fulfill objectives of project. The amount of matching funds varies with program. This term is often used interchangeably with cost share. No Cost Extension: A request to extend the grant period beyond the previously approved end date of the grant. This involves no additional funds beyond what was previously approved for the award. 21

22 Program Officer: The funding source representative who has the task of monitoring the project, providing technical assistance to the project, approving major changes, and ensuring that the objectives are carried out within the framework of regulations. Project Director: The employee directly responsible for operations and management of the grant project. This employee is most often the contact person for a grant. Project Period: The dates that the project activities will begin and end. Project Revision: A formal request to the funding agency to modify the project activities or timeline. Project revisions require the signature of the President or designee. All revisions are coordinated through the Resource Development Office. Reporting Requirements: Performance and fiscal requirements established by the funding source. The Project Director is responsible for performance reporting and the Grants Accounting Office is responsible for financial reporting. Request for Application/Request for Proposal: Most often referred to as the RFA or RFP, this document is issued by the funding agency and informs potential applicants of the types of projects to be funded, amounts available and the method of allocation, review criteria for approval, constraints on the use of funds, reporting requirements, the dissemination and marketing plan, as well as any other procedures, requirements, or restrictions incurred by successful applicants. This document continues to be important as a reference throughout the project implementation. Subcontract: When another agency or department completes specific activities in the grant through contracted services. Subgrant: A contract between institutions or partners for project participation in the prime grant. The lead institution that received the award initiates the subgrant which is reviewed and signed by legal representatives of both institutions. Supplanting: Illegal use of grant funds to pay for ongoing activities already budgeted or for the usual activities assigned to a position. In essence what this does is save the original funds to be diverted to other expenses. Supplement: The use of grant funds to enrich, expand, or improve activities already funded through other means, while continuing the original funding. This is an appropriate use of grant funds. Time and Effort Reporting: A requirement of federal grants. All individuals who are grant funded or provide match through in-kind are subject to time and effort reporting. 22