Transcript Slide 1

UMBC OFFICE OF FINANCIAL SERVICES
OFFICE OF CONTRACT AND GRANT ACCOUNTING
BACKLOG ELIMINATION PROJECT
(OGR – Operation Grants Recovery)
September, 2010
OCGA - BACKLOG ELIMINATION PROJECT
Introduction
OCGA has identified three areas which require
special and controlled effort as well as
immediate attention.
1. Billing
2. Award Close-outs
3. Reporting
OCGA - BACKLOG ELIMINATION PROJECT
OBJECTIVES:
 To eliminate the backlog of billing
 To close and inactivate all projects that have expired
prior to FY2011
 Maintain all current billing and closing
 Timely and accurate reporting
 Estimated time of completion - December, 2010
Post Award Steering Committee
(PASC) Accomplishments
 System Performance Improvements
 Collaboration from DoIT, Consultant
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Improvement – Retro Processing
Improvement – Grad Health Ins. processing
Improvement – Tuition processing
Improvement – Cost Transfer review
Effort Report Quick Reference Guide
OCGA - BACKLOG ELIMINATION PROJECT
Summary of Billing Backlog:
 Old projects with unique issues comprise the
large majority of unbilled lines in the system.
 Detailed analysis required to resolve.
Unbilled Cost (Aged)
 30 – 60 days : 21%
 60 – 90 days : 9%
 90 days and over : 70%
OCGA - BACKLOG ELIMINATION PROJECT
Summary of Account Close-Out Backlog:
The backlog of projects to be inactivated is high. Over expenditures on grants
and systems issues are the main challenges.
Current PS systems tools do not capture awards which have been closed with
the awarding Agency. We estimate that awards financially closed with
the awarding Agency is 80%.
Below is the backlog of Projects to be Inactivated in Peoplesoft:
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Current end date:
30 day end date:
60 day end date:
90 day and over:
77 projects
21 projects
16 projects
1828 projects
OCGA - BACKLOG ELIMINATION PROJECT
Summary of Reporting Backlog:
 Of primary concern are uncertified Effort Reports
Uncertified Effort Reports by Semester:
 Fall ’03 to Spring ’07: 220 = 2 %
 Fall ’07: 271 = 14%
 Spring ’08: 322 = 23%
 Fall ’08: 412 = 22%
 Spring ’09: 554 = 25%
 Fall ’09: 982 = 41%
 Spring ’10: 1,420 = 77%
ACTION PLAN
 Reorganization of staff, reassignments
 Temporary increase of labor hours
 Additional 5 hrs/wk, for 4 months, all staff
 Additional Contingent I & II support
 Develop New Management Tools
 Collaboration with DoIT and Departments
OCGA ORGANIZATIONAL CHART
Tammy Ross
Director
Jesus Adame
Manager
10-4-10 start date
Grants Receivable
Lindita Dietzen
Accounting Associate
Joanna Fernandez
Manager
Grants Mgt. Team 1
Steve Bowers
Grant Accountant
Grants Mgt. Team 2
Bryan Meacham
Grant Accountant
Grant Systems/Analysis
Sabrina Coppage
Grant Acct/Analyst
Tywanda Mines
Grant Accountant
Manka Tatarova
Grant Accountant
Frances Lindsay
Student Support
Cheryl Johnson
Accountant I
Shilpa Shah
Grant Accountant
Student Support
Vacant
UMBC DEPARTMENTAL RESPONSIBILITIES
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Timely response to OCGA when identifying need for:
 Timely and accurate direct charging of expenses to
appropriate awards.
 Timely Certification of Effort Reports.
 Timely Certification of Final Expenses.
 Removal of Over Expenditures to other funding
source.
Upper management is engaged in identifying sources of
funds for cost over expenditures.
Progress to Date (as of 10/31/2010)
 Progress slowed by system limitations – very slow
response times – DoIT working hard to correct.
 31% reduction in billing backlog!
 27% decrease in utilization backlog
 8% reduction in closeout backlog (as of 9/30/10)
 6% reduction in effort reports outstanding.
 Setting up individual meetings with Department
Chairs and Business Managers to clear effort
reports.
OCGA - BACKLOG ELIMINATION PROJECT
Our project can only be successful with the help
and support from the campus community!
 OCGA will be sending important
announcements and updates
 OCGA will have updated information on the
website http://www.umbc.edu/FinancialServices/grantacct.html
QUESTIONS?