In early August the National Council of University Research Administrators (NCURA) held their 58th Annual Meeting in Washington D.C. Three of our team members, Audrey Wrenn, Andrea Comley and Remy Brown, were able to attend as both exhibitors and session members. The conference provided a variety of opportunities for research administrators and
In a previous blog we explored the roles and responsibilities the Institution and Office of Sponsored Programs hold in managing the grant funding pipeline. This installment considers the requirements of the PI and Department. These duties range from overseeing personnel details, to closeouts. Implementing a process for monitoring closing dates
The lifecycle of a grant can pose challenges to the Office of Sponsored Programs, as well as the institution as a whole. When proposals are submitted the natural hope is they will be funded and the research can begin. Large projects can be complex to manage, especially if they involve subrecipient partners, additional staff, and monitoring
When an award is made with terms and conditions outlining sponsored award milestones, the award can often be categorized as a contract rather than a grant. These milestones need to be monitored over the duration of the whole award. Most of us are accustomed to assisting our faculty submit quarterly or annual progress reports and billing/drawing
Evaluating research administration solutions at a conference can be overwhelming, especially for a first timer. These conferences involve full days of training on research management topics, including the latest OMB Regulations, new requirements for targeting compliance issues, and solving issues of financial oversight. There are various social
Managing Supplies and Equipment for a Sponsored Project Appropriately purchasing supplies and equipment for a sponsored project is an integral part of successful grant stewardship. While the process for ensuring success begins during budget development and justification, grant stewardship is critical over the entire life of the sponsored project.
For many involved in post award administration at a large institution, the split between central and departmental offices may feel insurmountable. However, each office is essential as they maintain different responsibilities. As such, a high level of cooperation must exist, requiring an overall understanding of who is accountable for what.
No, the effort reporting process wasn’t eliminated. Rather there was an attempt to simplify it while still maintaining documentation of appropriately expended federal funds. During the iterations of the Uniform Guidance both federal and higher education research managers held several discussions focused on streamlining the effort reporting
In a previous blog we addressed communication and team building as critical elements in establishing high quality policies for compliance management. Now we are going to delve deeper and consider what questions to ask for the necessary policies. Financial compliance management requires a careful balance between preventing the lack of necessary
With the increased federal emphasis on financial compliance tracking for grant administration, it is no longer sufficient to simply write a policy and publish it on your website. As many of us know from experience, telling someone they must do a task a specific way will often be met with resistance. The “just do it this way” tactic, especially in