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IMPROVE COMMUNICATIONfor a Better Post‐award Management Process
DAV I D A L L E N , C PA , MA C C – A S SO C I AT E D I R E C TO R FO R B UDG E T A ND R E S OURC E A NA LY S I S
P I OT R D Y BA S , MAC C , C R A – P O S T ‐ AWARD A ND B U S I N E S S MANAG E R
V I R G I N I A COMMONWEA LTH UN I V E R S I T Y
AgendaGeneral Communication
Pre‐proposal Communication
Proposal Communication
Pre‐Post‐Award Communication
Post‐Award Communication
Close‐Out Communication
What generation are our employees?It will determine the style of communication?
Baby Boomers (age above 51)
Generation X (age 35 to 50)
Millennials (age 18‐34)
Get ready for Generation Z – will want everything immediately
Communication for Generations
https://www.linkedin.com/pulse/20140613145524‐10212620‐generations‐vs‐life‐stages‐the‐complexity‐of‐target‐marketing
Communication for Generations
http://www.bsci21.org/five‐strategies‐for‐managing‐generational‐differences/
Communication for Generations
http://www.bsci21.org/five‐strategies‐for‐managing‐generational‐differences/
Personality Types for RecognitionQuiet agents don’t need much fanfare. So stick to one‐on‐one praise, opportunities to increase their roles and rewards that reflect their personal interests outside work.
Social agents need to know their work has an impact on others and the higher good. Give them praise publicly. Offer rewards that allow others to participate in the success.
Analytical typeswant to see how their work is valuable to the organization and makes it succeed. They want rewards and recognition that reflects their personal contributions. Give them individual praise and rewards, rather than just team recognition and rewards.
Peacekeepers won’t demand rewards or any fanfare over what they do. But don’t be mistaken – they still want it. It’s your job to find out what they want and how they like it delivered.
Structured agents like their work and rewards just like that – structured. Recognize them at the appropriate, designated times. Give them the rewards they were promised for achieving goals.
REMEMBER: people do not leave companies, they leave supervisors!
http://www.customerexperienceinsight.com/motivate‐by‐personality‐type/
Communication with PI’s
You are in this together not at odds
Don’t say “No”
Say: let me find out and follow up with you
Research alternatives instead of saying “No, It can’t be done”
“I have researched possible ways to perform your request and we could do… option 1, option 2...” and explain the policies.
NegotiationThink of your communication in terms of a negotiation.
Provide rationale for your points:
People who do not provide rationale are the least successful in negotiations (only 60% succeed)
People who provide rational were the most successful (94% succeed)*
*Langer, E.J.mBlank, A., & Chanowitz, B. (1987). The mindlessness of ostensibility thoughtful action: The role of place‐bic information in interpersonal interaction. Journal of Personality and Social Psychology, 36(6), 635‐642.
Communication at Proposal StageAsk PI to submit their goals for proposal submissions
Track it in a spreadsheet/report
Pre‐award meeting with a PI
Pre‐award checklist
Short staff meeting each week to discuss workloads and proposal development
Don’t assume others know what we think they should know – “Curse of knowledge”
EXAMPLES
Pre‐Award Checklist Go over each step with PI and
Department Chair
Talk about deadlines
Teaching workload is affected (PI 90% supported by research
Can the project be conducted at our school/institution
Pre‐Award Checklist Explain who will help with
proposal development
Offer peer review
Present the deadlines for a submission
Ask everyone to sign the form –psychological commitment
Is it necessary?Saves work during submission
Efficient post‐award management
Increase Compliance with regulations and policy
You can take time off and see your family
TIP:
Save Your Time – Don’t be like Peter
We don’t know what we don’t know!Curse of Knowledge – People with knowledge tend to act as if others were aware of it, even though it would
be impossible for them to know it.*
Gift card fees, policy, and regulations;
1,000 cards x $1.95 fee x 50% F&A rate = $1,950
Hiring cost and restrictions: advertisement in newspapers
$500 ad x 3 = $1,500, or cannot hire students
Administrative cost – unique need:
extensive data entry or travel arrangements
Cost to prepare IRB – administrative cost
*Camer, C.F.,Loewenstein, G., & Weber,M. (1989), The cyurse if knowledge in economic settings: An experimental analysis. Journal of Political Economy, 97, 1232‐1254
Other ItemsContractor vs. full time vs hourly employees
Why is it important?
Many Principal investigators call their friends contracts, consultants, vendors but they are often employees of the university.
Budgeted in personnel category vs other cost
Hiring vs agreement
Payment
Tax and fringe cost
Contractor DeterminationNot an employee
Rely upon own expertise
Perform work on the specifications, but not under direction of University
Does not have the required numbers of work hours per University
Does not need a supervision
We need to remember what might happen when there is minimum supervision.
Communication With External PartiesClinical trial registration and updates
Sub‐awards within institutions
Sub‐awards to outside institutions – pass‐through entity
Clinical Trials RegistrationEnsure PI is aware of clinical trial registration requirements – DO NOT ASSUME – Curse Knowledge
Why is it important?
Fines might be up to $10,000 per day until resolved. Other penalties possible.
Add clinical trials to Post‐Award Checklist
Sub‐Award“UG 200.92 Subaward means an award provided to a pass through entity to a sub recipient, for the subrecipient to carry out part of a Federal Award received by a pass‐through entity. It does not include payment to a contractor or payments to an individual that is a beneficiary of a Federal program.”
Pass‐through EntityPass‐through Entity “UG 200.74 Pass‐through Entity means a non‐Federal entity that provides a subaward to a subrecipient to carry out part of a Federal program.”
Subreciptients“UG 200.93 Subrecipient means a non–Federal entity that receives a subaward from a pass‐through entity to carry out part of a Federal program; but does not include an individual that is a beneficiary of such a program. A subrecipient may also be a recipient of other Federal awards directly from a Federal awarding agency.”
Examples:
Other Universities
Non‐profits
Foreign Entities
Why is it so important?Uniform Guidance puts the responsibility of evaluation and monitoring subrecipients on the pass‐through entity.
We all are required to monitor and communicate with the sub‐awardees:
Communicate Guidance
Documentation
Approve Actions
Oversee and Review Progress
Good Pre‐Award process makes the post‐award administration effective and efficient
Subrecipient Communication – Con’tCommunicate Cost Share requirements – first time sub‐award recipients might not have the experience
Effort monitoring – 25% effort decrease rule
Allowable cost
Communicate the final invoice date and confirmation of completed work
Carryover of remaining budget – is there a need for it? Add special term to an agreement that it needs to be approved in advance
Communicate the requirements with PI
Have a Post‐Award Transfer Meeting
Post Award Transfer Meeting & ChecklistObjectives of the meeting:
Attendees: PI, Project Director, Laboratory Director, Data Management, Biostatistics, Finance, Research Director
Discuss major items of the project budget
Overview of University and Federal regulations
Explain Purchasing, Hiring and Reconciliation Processes
Ask for any special purchases and needs: Extra Space, large purchase requiring a bid or sole source documentation
Answer any question
Many PI’s provided feedback that the meeting is very helpful for them
Checklist Overview
• Explain each item/point to PI
• Why it does or does not apply
• Have supporting documentation ready: budget, Notice of award, other guidance
Checklist Overview
• Have the PI read and check the boxes
• Obtain signatures
• Send a copy to everyone
Monthly Post‐Award Checklist• List the most important items
• Changes to the scope
• Subcontracts
• Travel
• Personnel• Effort• Salary changes• Cost share
• Budget• Deficit• In‐kind
Monthly Post‐Award Checklist• Participant Incentives
• Progress of the project
• Consultants
• Incorrect charges
• Upcoming Purchase
• Progress and Final Reports due dates
• Carryover
• Follow‐up
• Signatures
Monthly Budgets• The same format for all awards
• Current budget
• Projected budget
• Year to Date Expenses
• Projected Expense
• Remaining Balance
In‐Kind Reporting• Helps to track cost of running
research office
• Appropriate budget for personnel salary
• Enables to request more support
• Provides PI’s with in‐kind help they receive from the office
• Measure of workload
• It is NOT as time consuming as it looks! It takes 10 minutes on average
ReferenceMillennials surpass Gen Xers as the largest generation in U.S. labor force: http://pewrsr.ch/1Ewsn9N
Generations vs Life Stages: The Complexity of Target Marketing https://www.linkedin.com/pulse/20140613145524‐10212620‐generations‐vs‐life‐stages‐the‐complexity‐of‐target‐marketing
Langer, E.J.mBlank, A., & Chanowitz, B. (1987). The mindlessness of ostensibility thoughtful action: The role of place‐bic information in interpersonal interaction. Journal of Personality and Social Psychology, 36(6), 635‐642.
Camer, C.F.,Loewenstein, G., & Weber,M. (1989), The cyurse if knowledge in economic settings: An experimental analysis. Journal of Political Economy, 97, 1232‐1254
Cialdini, R.B. (1993). Influence: Science and practice. New York: HarperCollins