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Setting up for Success:
Grant Manager as Communicator
Project to Funder: Required communication:
Requests for change Performance Reports Draw-Downs
‘Make nice’ communications.
Project to Itself Time and Effort Reporting forms Monthly Progress Report --Outlook is your friend
Project to the College Community and the World at Large Grant/Project Website or Portal Newsletter in hard copy and electronic
versions. Present to Campus groups—the
Senate, Classified Staff, Exempt Admin, Students.
Externally: Present to civic groups, other colleges, professional groups.
Grant Manager as Plumber
First Steps:
1. Take a couple of long, slow, deep breaths.
2. Re-read your approved proposal. Twice.
Proposal becomes a contract once it’s signed.
Need changes? Staffing? Strategic directions?
Do it NOW.
3. Make a copy of your budget and
NUMBER THE LINES. • lets you flip right back to your
approved budget to prove you had permission to make that expenditure
helps keep straight where the purchases go when you’re trying to double-think between federal and state or institutional budget
4. Make a list of Allowable and Unallowable Activities specific to your funding source.
Keep it handy for the requests that come in over your desk or through email
Do you need to set up an Internal Review Board?
Who oversees that?
5. Institutional Review Board
An institutional review board/ independent ethics committee (IRB/IEC) (also known as ethical review board) is a group that has been formally designated to approve, monitor, and review biomedical and behavioral research involving humans with the alleged aim to protect the rights and welfare of the subjects.
In the United States, Food and Drug Administration (FDA) and HHS regulations have empowered IRBs to approve, require modifications in (to secure approval), or disapprove research. An IRB performs critical oversight functions for research conducted on human subjects that are scientific, ethical, and regulatory.
Wikipedia
CFR 46.101 (b)
b) Unless otherwise required by department or agency heads, research activities in which the only involvement of human subjects will be in one or more of the following categories are exempt from this policy:
(1) Research conducted in established or commonly accepted educational settings, involving normal educational practices, such as (i) research on regular and special education instructional strategies, or (ii) research on the effectiveness of or the comparison among instructional techniques, curricula, or classroom management methods.
(2) Research involving the use of educational tests (cognitive, diagnostic, aptitude, achievement), survey procedures, interview procedures or observation of public behavior, unless:(i) information obtained is recorded in such a manner that human subjects can be identified, directly or through identifiers linked to the subjects; and (ii) any disclosure of the human subjects' responses outside the research could reasonably place the subjects at risk of criminal or civil liability or be damaging to the subjects' financial standing, employability, or reputation.
CFR 46.101 (b)
b) Unless otherwise required by department or agency heads, research activities in which the only involvement of human subjects will be in one or more of the following categories are exempt from this policy:
1) Research conducted in established or commonly accepted educational settings, involving normal educational practices, such as
(i) research on regular and special education instructional strategies, or
(ii) research on the effectiveness of or the comparison among instructional techniques, curricula, or classroom management methods.
(2) Research involving the use of educational tests (cognitive, diagnostic, aptitude, achievement), survey procedures, interview procedures or observation of public behavior, unless
(i) information obtained is recorded in such a manner that human subjects can be identified, directly or through identifiers linked to the subjects; and
(ii) any disclosure of the human subjects' responses outside the research could reasonably place the subjects at risk of criminal or civil liability or be damaging to the subjects' financial standing, employability, or reputation.
6. IRBs, Advisory and Other Boards
Don’t wait! Get them on board as fast as you can after receiving the award letter.
Have a meeting or two to let them settle in and get used to each other before they have to get to the actual business of review and oversight.
Set up your meeting schedules
7. Make Friends with your Business Office
Set up your account(s). Is there a way to have the
account numbers indicate the grant year? Activity?
Learn their procedures for invoicing, personal services contracts, purchasing. How often do they draw down funds
through the GAPS system? How about reimbursements through
the state system for state grants? Invoice private funders for
reimbursement of expenses?
Does your funding source allow money to be invested?
What are the limitations?
The Project Management Office
All Required Data is at Hand or Readily
Accessible.
Have accessible (preferably) in a single place:
Most current shadow budget
Latest budget report
Most current inventory
Most current status of
progress toward objectives
Files/data to have instantly at hand/mouse
1. Basic Grant Information
Award letter Proposal Initial Budget Negotiations Correspondence with funders Evaluation reports Audit reports
2. Personnel Information
For every person paid from grant funds
Authorization to Hire. (Budget line)
Job Description – copied directly
from the approved proposal.
Resume or other verification that the
employee does meet the minimum
qualifications for the position.
Hiring/reassignment document that
states clearly the percentage of
time and budget number.
Time and Effort Reports with
appropriate dates and signatures.
.
3. Travel
For each trip paid for by grant funds:
Authorization (budget line, again) Travel documentation (permission
to travel, receipts, request for advance/reimbursement…)
Travel report, handouts from conference
4. Purchasing
For every purchase made from grant funds:
Authorization (budget line number)
Purchase request with backup and signatures
Invoice with final amount that was charged to the grant
Notes.
5. Contractual/Consulting
Remember in Federal budgets, as a rule:
Firm = “Contractual”
Individual = “Other”
In either case, you will need to document:
Authorization to hireSuitability of candidate
MOU/contractDeliverable(s)
6. Construction
See above.
7. Other…..
Presentations, classes trainers – outlines, handouts, fliers, sign-in sheets
Local mileage – odometer readings, destinations, what happened there.
Not about the budget -- necessarily
Meetings: Agendas Minutes Sign-in sheets Hand-outs
Communication:
Informational brochures Newsletters, Publicity.
Project Manager as Referee
The Big Uglies
1. The “700% Faculty Member!” or, “Meet my friend, Excel.”
2. Sauce for the geese…
3. SUPPLANTING !
One bulletproof way to avoid even the appearance of supplanting is to be double sure no grant money is used for operational—i.e., on-going—processes, those already paid for through the General Budget.
An equally safe harbor for “released” salary money is to deposit it into a separate account. This is a non-sponsored (General Fund) account with a number related to the grant, e.g.,
12-7022-xxxx-xxxx 10-7022-xxxx-xxxx
The trail of expenditures from this account will leave no question that the money is being used to further grant objectives.
Resources and References
http://www.ncura.edu/content/ http://www.nsf.gov/pubs/policydocs/
pappguide/nsf08_1/aag081print.pdf http://www.mwcc.mass.edu/offices/
InstAdv/documents/GrMgmtManual-lastDIACopy2005_000.pdf
http://www.ed.gov/policy/fund/reg/
edgarReg/edgar.html
Managing Externally Funded Programs at Colleges and Universities, published by the Council on Government Relations.
http://www.tgci.com/ OMB Circulars
http://www.whitehouse.gov/OMB/circulars/a021/a021.html
http://www.whitehouse.gov/OMB/circulars/a087/a087-all.html
http://www.whitehouse.gov/OMB/circulars/a110/a110.html
http://www.whitehouse.gov/OMB/circulars/a133_compliance/03/03toc.html
Caitlin DonnellyTitle III Activity DirectorPeninsula CollegePort Angeles, Washington